The ‘Motivation Dilemma”

Managers face a motivation dilemma. Their organizations insiste that they to motivate their subordinate to work hard to meet the corporate goals. Unfortunately, since no one can motivate another person which is an impossible task to do.

That’s the dilemma.

Executives and managers who want to understand motivation should and must understand the “appraisal process”.

Employees appraise things according to what important to them and their priorities might differ from that of their managers and corporate leaders.

So, the factors which motivate employees may not align with what we want them to be motivated toward accomplishing. The goals that drive their motivation may not be akin to the objectives which we want to encourage.

“It is a mistake to think that people are not motivated. They are simply longing for the needs they cannot name.”

For example,

In 2002, the Boston Red Sox wanted to lure Oakland A’s general manager Billy Beane to come work for them. And they offered him then what would have been the largest GM salary in baseball. They were shocked when he turned it down. But Beane appraised the offer against what mattered to him – “his family and the love of baseball.”

“The real story of motivating is that people are learners who long to grow, enjoy their work, be productive, make positive contributions and build lasting relationships.”

And in case of Beane, he never cared about money, so the Red Sox’s huge salary offer meant little to him. They couldn’t motivate him because he was already motivated, but in different way than the Red Sox wanted.

This is always the proble when we try to motivate people. They already are motivated but sometimes in ways we may not like.

However, we want our employees’ individual motivations to align with our organization’s goal. But now we understand that trying to leverage “motivational forces” to compel people to do as we want won’t work.

So, how can we align their goals and the company’s goals?

“It is time to stop beating our people with carrots-and-sticks and embrace different, more effective leadership strategies.”

First, understand that our employees are learners, they want to do well, they want to make solid contributions and they want their organization’s executives to think well of them. They also want to have “autonomy, relatedness and competence ” or ARC, which is the essential psychological needs.

“Rewards may help people initiate new and healthy behaviors, but they fail miserably in helping people maintain their progress or sustain results.”

Instead of offering contests or prizes, encourage your employees by enabling them to gain autonomy. That’s the secret to motivation.

Offer independence and relate to them as human beings. Help them to grow professionally and personally. Don’t worry about what they can do for you, but rather worry about what you can do for them.

In that environment, your employees will become more motivated to perform better.

When you offer autonomy, related to them and encourage their competence, and they will respond.

That’s simple human nature.

The carrot-and-stick motivation approach

“When we activate optimal motivation for ourselves, we provide more than a role model – we create a ripple effect that encourages our people’s optimal motivation.”

The carrot-and-stick approach to motivation might work in the short term, but most likely going to makes things worse over time.

It works like the “pecking pigeon paradigm.” B,F. Skinner, a Harvard psychology professor and behaviorist, used elaborate experiments with pigeons to investigate motivation. By rewarding pigeons with food pellets, Skinner was able to get the birds to do just about anything he wanted. His techniques still influence how companies try to motivate people.

But, peoples are not pigeons. Motivation is not “something you do to people”. It’s simple can’t be done. And as Jim Rohn said, there’s only one type of motivation, and that is “self-motivation”, meaning, people must motivate themselves.

Researchers such as Drs. Richard Ryan and Edward Deci have done eye-opening work to figure out on how to drive motivation in people. Their studies and other research in the field show that effective motivations has nothing to do with carrots or sticks, but it has everything to do with “hope and promise” which are the real drivers of motivation.

“Misunderstanding what motivation means leads to a misapplication of techniques to make it happen.”

The traditional belief that motivating employees is a fundamental managerial tasks which stems from confusion and mistaken ideas. Clinging to that contention lets executive hold managers responsible for motivating people.

But aligning employee motivation with the corporate motivation might require a significant change in corporate culture and in executive and managerial awareness.

#bookreview #motivation #leadership

Road to Resilience

Resilience is “bouncing back” or adapting from difficult experiences.

Resilience can be learned and developed.

Here among the ways to build our personal resilience

  1. Make connections. Participating in civic groups, faith-based organization, or other groups may provide social support and help with reclaiming hope. Contrary to popular beliefs, accepting help and support actually would strengthen our resilience.
  2. Avoid viewing problems as impossible. Stressful things happen, and we can choose how we view and respond to stress. Therefore, be aware of the little things that helps us feel better.
  3. Accept changes as part of life. Accepting situations that cannot be changed can help us focus better on the circumstances that we can change.
  4. Move toward our goals. Develop realistic goals. Make continuous progress and improvement on ourselves on our journey to realizing our goals and objectives. Remember that every small success helps us to move forward to our goals.
  5. Take clear actions. Act on difficult situation as much as we can. Take positive actions rather than detaching completely from problems and wishing these problems would just go away. Remember that, never hope for easier life, pray and work for stronger strengh in character and abilities.
  6. Look for opportunities for self-discovery. Many people who have suffered tragedies and hardship have reported better relationship. A greater sense of strength even while feeling vulnerable. Increased sense of self-worth, a more developed spirituality, and heightened appreciation of life.
  7. Nurture a positive views of ourselves. We need to develop confidence in our own ability to solve problems. Trust our instincts to help build our resilience.
  8. Keep things in perspective. Try to consider stressful situations in the higher picture. Keep a long-term perspective and avoid blowing the situation out of perception.
  9. Maintain a hopeful outlook. An optimistic attitude enables us to expect that good thing will happens in our life. Therefore, we need to visualize what we want rather than worrying too much on what we fear.
  10. Take care of ourselves. We need to pay more attention to our own needs and feelings. Participate in activities that we enjoy doing and relaxing. Taking care of ourselves helps keep our mind and body prepared to deal with stressful situations.

7 Important Challenges to Take for a Better Life

  1. When we catch ourselves oerthinking things, challenge ourselves to take a step forward instead.
  2. When we have 2 good options, challenge ourselves to go with the one that scares us because it will more likely to help us grow faster.
  3. When we’re going to do something new, challenge ourselves to do it with enthusiasm and devotion.
  4. When we make mistakes, challenge ourselves to learn from them, rather than pointing fingers at others and ourselves.
  5. When we find ourselves trying to control too much, which in itself a recipe for unfulfilment, challenge ourselves to let go and enjoy the moment.
  6. When someone treats us poorly, and regardless of who we are, it will happens sometime, challenge ourselves to treat them with kindness and respect.
  7. When we catch ourselves thinking that the grass is greener elsewhere, challenge ourselves to water the grass we’re standing on.

Give up Labels

Most people construct their identities using different classifications to separate themselves from others.

They value others and themselves based on their career choices. 

Or, they prioritize people according to their looks, beliefs and social status. 

But we need to know that our internal essence has so much more richness than the typical classifications people use to look at one another. 

The Earth doesn’t belong to us or anyone else on it, but we’re given responsibility during our lifetime to look after it. No one has any special merit that entitles him or her to more than anyone else. Some people may know more than others. Some have more wealth. But that doesn’t means that they have lived in different environments and have faced different circumstances.

Therefore, lets stop categorizing and treat everyone equally and fairly. 

Give Up the Need to Impress Others

Actually put ourselves first, ahead of other people and things. Don’t accept the idea that we lack anything other people have. Don’t feel that we need to make an impression on other people.

We probably learned over time that we must work hard to impress others.

Set this lesson aside. 

Actually put ourselves first, ahead of other people and things. Don’t accept the idea that we lack anything other people have. Don’t feel that we need to make an impression on other people.

Live in ways that make us honor and respect ourselves.

Give Up our Self-Defeating Self-Talk

If we think positively no matter how poorly life treats us, we gain the opportunity to elevate ourselves.

Conversely, if we think negatively, any bad experience will make us feel so much worse.

Therefore, we really need to pay attention to how we feel.

If we feel harmonious, our thoughts are coming from a place of peace and honesty.

If we feel that others don’t love us, or don’t consider us worthwhile, our thoughts could be coming from an internal feeling of fear.