how to motivate your self by sparkle info media

How To Motivate Your Self Vishal Tatwaved

DEDICATION In this book I am giving some tips for motivate your self and how to manage your life with confidence. Leaders are like everyone else. They must manage for balance in their lives and their work. If the leaders do not seem motivated, then other employees will probably not be motivated either. Therefore, leaders in the organization must give attention to managing their own personal motivation â&#x20AC;&#x201C; and it can be managed. So this is a simple book for readers to improve there skills with motivate him self.

CONTENTS Motivation

Motivating and Inspiring

Understanding Motivation

Myths About Employee Motivation

Basic Principles to Remember About Motivation

Steps You Can Take To Support The Motivation Of Others

How to Use Habits to Motivate Yourself to Take Action

Blazing Our Own Unique Leadership Path

Blazing Our Own Improvement Path

Self Motivation

Employee Motivation : One Size Doesnâ&#x20AC;&#x2122;t Fit All

Staying Motivated

Motivate Your Best People

Motivation And Leadership

Performance Appraisals

Behavioral Theories of Motivation

MOTIVATION

One of the greatest virtues of human beings is their ability to think and act accordingly. The emergence of the techno savvy human from the tree swinging ape has really been a long journey. This transition has taken a span of countless centuries and lots of thinking caps have been involved. Inquisitiveness and aspiration to come out with the best have been the pillars for man's quest for development. Self-motivation is the sheer force, which pulled him apart and distinguished him from his primitive ancestors. Many times, in our life, when we are reviving old memories we get into a phase of nostalgia. We feel that we could have done better than what we had achieved. Be it thinking about that nerve shattering school result, because of which you couldn't get into your favorite stream or that single mark, which could have secured you a merit seat in your engineering college. But thinking back wont rewind the tireless worker called time. All we can do is promise ourselves that we will give our very best in the future. But do we really keep up to our mental commitments? I can guess that 90% answers are in the negative. This is because of that creepy careless attitude which is slowly, but surely entering into the mind of teenagers like us. We easily forget the pains of yesterday to relish the joys of today. This is the only time in our life, when we can control our fate, by controlling our mind. So it is time to pull up our socks and really motivate ourselves so that we can give our best shot in the future. Self-motivation is the need of the hour. Only we can control and restrict ourselves. Its upto us, how we use our mental capabilities to the best of our abilities.

How to Motivate Your Self

Here are some Funda's for self-motivation. Don't just read them digest each one of them and apply them and I bet it will make a better YOU. • •

The ultimate motivator is defeat. Once you are defeated, you have nowhere to go except the top. Then only thing stopping you is yourself.

•

There is no guarantee that tomorrow will come. So do it today.

•

Intentions don't count, but action's do.

•

Don't let who you are, stunt what you want to be.

•

Success is the greatest motivator.

•

Your goals must be clear, but the guidelines must be flexible.

Try to include these one liners in your scrapbook or on your favorite poster. You will be sub-consciously tuned to achieve what you want. Also do keep in mind that nothing can control your destiny but you!

1. Motivating and Inspiring 1. Learn to delegate. This is one of the most critical skills for a leader. Delegation involves assigning tasks to your employees along with the necessary authority and resources that they can learn to carry out the tasks in their own way. Assign the “what” and guide them to figure out the “how.” 2. Even if you do not like goals, set some goals, however small. Without goals, you probably will not know if you are really accomplishing anything. Working hard is not necessarily an end in itself – especially if you expect your employees to do the same thing. Set some small goals. It will be good practice for you if you have not done that before. (If you do not like goals, then you are in for a major challenge in leading a business because, without goals, it is very difficult to give direction and measure success.) 3. Celebrate accomplishments. Many hard-working people seem to believe that celebrating accomplishments is a form of complacency, that the job should be celebration in itself. Those beliefs can hold true maybe for the first couple years of the leader’s job. Then the grind gets old. It is critical for employees to recognize that they are accomplishing something – it is usually not enough to be continually “working for the cause.” Take time out to recognize what did get done and celebrate the accomplishments.

How to Motivate Your Self

4. Ask for help. It can be quite difficult for leaders to ask for help. Often, they are very passionate, hard-working people who want to be able to carry their own load. Thus, they are often reluctant to ask for help from others in the organization. This is a mistake, particularly for managers in the organization. 5. Find out what motivates you â&#x20AC;&#x201C; it is not the same for everyone. One of the most important learnings for new supervisors is that very different things can motivate different people. For example, some are motivated by money, others by security, others by having relationships, others by getting things done and others by getting recognition. 6. Get some direct contact with your customers. Few things are as motivational as hearing from a customer how he/she benefited from the products or services of your business. Unfortunately, it is too easy for leaders to inadvertently become detached from providing direct service and to get lost in the management activities of the business. At least once a month, have a customer come to an employee-wide meeting and share his/her experiences with the business. 7. Post the mission of your business on the walls of all the rooms in your facilities. It is amazing how many organizations give careful thought to the wording of their mission statements, and then file them away in file cabinets. Post your mission statement in all the rooms in your facility. Notice it each day. The mission statement depicts the reason that the business even exists.

How To Motivate Your Self

8. Follow simple guidelines of time and stress management. With a few simple steps, you can make a lot of difference in managing your stress, often by first addressing how you spend your own time. 9. Watch your diet. Get enough sleep. Do not resort to lots of caffeine and sugar to give you a boost. Research shows that the boost is usually followed by a major let down in energy. It is better to get up for a short walk, get some protein and do some stretches. Also, it is interesting how bleak the world looks to people who do not eat right or do not get enough sleep. A little bit of the right kinds of food and more sleep can make the world seem a lot better. 10. Get some variety in your job. Do not get lost in the â&#x20AC;&#x153;circle of paperwork.â&#x20AC;? Often, the only way that you will get variety in your work is to schedule it. Schedule time to provide direct services to customers. Schedule time to help clean out the storage closet. 11. Have personal goals. Even if you have a few goals, at least those goals are in regard to your own development. Examples of goals might be to become acquainted with at least three other managers of organizations in your geographic area, or read a book a week, or even to start a hobby. 12. Get some professional development. Go to a course. Join a professional networking organization. Read professional journals that relate to your services. Join a Speakers Bureau to share your knowledge.

How to Motivate Your Self

13. Be sure that your job makes sense to you. Have an overall strategic plan. One of the best outcomes from a strategic plan is that it helps to make sense of all of the work going on around people. People get some perspective and, thus, some meaning from their jobs. 14. Write status reports. Status reports can be weekly reports that document what you have accomplished over the past week, any highlights and trends and issues that currently exist, and what you plan to do next week. One of the most important outcomes from this activity is the opportunity to stand back, think about your job, and notice that you are actually getting a lot done. 15. Understand Founder’s Syndrome. This Syndrome can occur with almost anyone in the organization, not just the Founder. It is not unusual that the people who work the hardest in an organization (and are most prone to burnout) are also the people around whom all else seems to revolve. It is hard not to be the “hero” of the workplace, the person who gets everything done. Too often, this hero becomes the unintended villain when the organization succumbs to Founder’s Syndrome. 16. Know when to leave. It may be that you and your job just have to part, that you are simply no longer motivated in your work. It is a wise leader who can recognize this and arrange for a healthy transition to a new leader.

How To Motivate Your Self

2. Understanding Motivation A major function of leaders is to support the motivation of other individuals and groups. (There is debate as to whether a person can motivate another versus whether a person can only support another to motivate themselves.) There are approaches to motivating people that are destructive, for example, fear and intimidation. While these approaches can seem very effective in promptly motivating people, the approaches are hurtful, and in addition, they usually only motivate for the short-term. There are also approaches that are constructive, for example, effective delegation and coaching. These constructive approaches can be very effective in motivating others and for long periods of time. Different people can have quite different motivators, for example, by more money, more recognition, time off from work, promotions, opportunities for learning, or opportunities for socializing and relationships. Therefore, when attempting to help motivate people, it's important to identify what motivates each of them. Ultimately, though, long-term motivation comes from people motivating themselves.

How to Motivate Your Self

3. Myths About Employee Motivation The topic of motivating employees is extremely important to managers and supervisors. Despite the important of the topic, several myths persist -- especially among new managers and supervisors. Before looking at what management can do to support the motivation of employees, it's important first to clear up these common myths. 1. Myth #1 -- "I can motivate people" Not really -- they have to motivate themselves. You can't motivate people anymore than you can empower them. Employees have to motivate and empower themselves. However, you can set up an environment where they best motivate and empower themselves. The key is knowing how to set up the environment for each of your employees. 2. Myth #2 -- "Money is a good motivator" Not really. Certain things like money, a nice office and job security can help people from becoming less motivated, but they usually don't help people to become more motivated. A key goal is to understand the motivations of each of your employees. 3. Myth #3 -- "Fear is a damn good motivator" Fear is a great motivator -- for a very short time. That's why a lot of yelling from the boss won't seem to "light a spark under employees" for a very long time. 4. Myth #4 -- "I know what motivates me, so I know what motivates my employees" Not really. Different people are motivated by different things. I may be greatly motivated by earning time away

How To Motivate Your Self

from my job to spend more time my family. You might be motivated much more by recognition of a job well done. People are not motivated by the same things. Again, a key goal is to understand what motivates each of your employees. 5. Myth #5 -- "Increased job satisfaction means increased job performance" Research shows this isn't necessarily true at all. Increased job satisfaction does not necessarily mean increased job performance. If the goals of the organization are not aligned with the goals of employees, then employees aren't effectively working toward the mission of the organization. 6. Myth #6 -- "I can't comprehend employee motivation -it's a science" Nah. Not true. There are some very basic steps you can take that will go a long way toward supporting your employees to motivate themselves toward increased performance in their jobs. (More about these steps is provided later on in this article.)

How to Motivate Your Self

4. Basic Principles to Remember About Motivation 1.

Motivating yourself

employees

starts

with

motivating

It's amazing how, if you hate your job, it seems like everyone else does, too. If you are very stressed out, it seems like everyone else is, too. Enthusiasm is contagious. If you're enthusiastic about your job, it's much easier for others to be, too. Also, if you're doing a good job of taking care of yourself and your own job, you'll have much clearer perspective on how others are doing in theirs. A great place to start learning about motivation is to start understanding your own motivations. The key to helping to motivate your employees is to understand what motivates them. So what motivates you? Consider, for example, time with family, recognition, a job well done, service, learning, etc. How is your job configured to support your own motivations? What can you do to better motivate yourself? 2. Always work to align goals of the organization with goals of employees As mentioned above, employees can be all fired up about their work and be working very hard. However, if the results of their work don't contribute to the goals of the organization, then the organization is not any better off than if the employees were sitting on their hands -- maybe worse off! Therefore, it's critical that managers and supervisors know what they want from their employees. These preferences should be worded in terms of goals for the organization. Identifying the goals for the organization is usually done during strategic planning. Whatever steps you take to support the motivation of your employees (various steps are suggested below), ensure that employees have strong input to identifying their goals and 14

How To Motivate Your Self

that these goals are aligned with goals of the organization. (Goals should be worded to be "SMARTER". More about this later on below.) 3.

Key to supporting the motivation of your employees is understanding what motivates each of them

Each person is motivated by different things. Whatever steps you take to support the motivation of your employees, they should first include finding out what it is that really motivates each of your employees. You can find this out by asking them, listening to them and observing them. (More about this later on below.) 4. Recognize that supporting employee motivation is a process, not a task Organizations change all the time, as do people. Indeed, it is an ongoing process to sustain an environment where each employee can strongly motivate themselves. If you look at sustaining employee motivation as an ongoing process, then you'll be much more fulfilled and motivated yourself. 5.

Support employee motivation by using organizational systems (for example, policies and procedures) -- don't just count on good intentions

Don't just count on cultivating strong interpersonal relationships with employees to help motivate them. The nature of these relationships can change greatly, for example, during times of stress. Instead, use reliable and comprehensive systems in the workplace to help motivate employees. For example, establish compensation systems, employee performance systems, organizational policies and procedures, etc., to support employee motivation. Also, establishing various systems and structures helps ensure clear understanding and equitable treatment of employees. 15

How to Motivate Your Self

5. Steps You Can Take to Support the Motivation of Others The following specific steps can help you go a long way toward supporting your employees to motivate themselves in your organization. 1. Do more than read this article -- apply what you're reading here This maxim publication.

true

when

reading

any

management

2. Briefly write down the motivational factors that sustain you and what you can do to sustain them This little bit of "motivation planning" can give you strong perspective on how to think about supporting the motivations of your employees. 3. Make of list of three to five things that motivate each of your employees Fill out the list yourself for each of your employees and then have each of your employees fill out the list for themselves. Compare your answers to theirs. Recognize the differences between your impression of what you think is important to them and what they think is important to them. Then meet with each of your employees to discuss what they think are the most important motivational factors to them. Lastly, take some time alone to write down how you will modify your approaches with each employee to ensure their motivational factors are being met. (NOTE: This may seem like a "soft, touchy-feely exercise" to you. If it does, then talk to a peer or your boss about it. Much of what's important in management is based very much on "soft, touchy-feely exercises". Learn to become more 16

How To Motivate Your Self

comfortable with them. The place to start is to recognize their importance.) 4.

Work with each employee to ensure motivational factors are taken consideration in your reward systems

their into

For example, their jobs might be redesigned to be more fulfilling. You might find more means to provide recognition, if that is important to them. You might develop a personnel policy that rewards employees with more family time, etc. 5. Have one-on-one meetings with each employee Employees are motivated more by your care and concern for them than by your attention to them. Get to know your employees, their families, their favorite foods, names of their children, etc. This can sound manipulative -- and it will be if not done sincerely. However, even if you sincerely want to get to know each of your employees, it may not happen unless you intentionally set aside time to be with each of them. 6. Cultivate strong skills in delegation Delegation includes conveying responsibility and authority to your employees so they can carry out certain tasks. However, you leave it up to your employees to decide how they will carry out the tasks. Skills in delegation can free up a great deal of time for managers and supervisors. It also allows employees to take a stronger role in their jobs, which usually means more fulfillment and motivation in their jobs, as well. 7. Reward it when you see it A critical lesson for new managers and supervisors is to learn to focus on employee behaviors, not on employee personalities. Performance in the workplace should be 17

How to Motivate Your Self

based on behaviors toward goals, not on popularity of employees. You can get in a great deal of trouble (legally, morally and interpersonally) for focusing only on how you feel about your employees rather than on what you're seeing with your eyeballs. 8. Reward it soon after you see it This helps to reinforce the notion that you highly prefer the behaviors that you're currently seeing from your employees. Often, the shorter the time between an employee's action and your reward for the action, the clearer it is to the employee that you highly prefer that action. 9.

Implement at least the basic performance management

principles

Good performance management includes identifying goals, measures to indicate if the goals are being met or not, ongoing attention and feedback about measures toward the goals, and corrective actions to redirect activities back toward achieving the goals when necessary. Performance management can focus on organizations, groups, processes in the organization and employees. 10. Establish goals that are SMARTER SMARTER goals are: specific, measurable, acceptable, realistic, timely, extending of capabilities, and rewarding to those involved. 11. Clearly convey how employee results contribute to organizational results. Employees often feel strong fulfillment from realizing that they're actually making a difference. This realization often requires clear communication about organizational goals, employee progress toward those goals and celebration when the goals are met. 18

How To Motivate Your Self

12. Celebrate achievements This critical step is often forgotten. New managers and supervisors are often focused on a getting "a lot done". This usually means identifying and solving problems. Experienced managers come to understand that acknowledging and celebrating a solution to a problem can be every bit as important as the solution itself. Without ongoing acknowledgement of success, employees become frustrated, skeptical and even cynical about efforts in the organization. 13.

Let employees hear (internal or external)

from

their

customers

Let employees hear customers proclaim the benefits of the efforts of the employee . For example, if the employee is working to keep internal computer systems running for other employees (internal customers) in the organization, then have other employees express their gratitude to the employee. If an employee is providing a product or service to external customers, then bring in a customer to express their appreciation to the employee. 14.

Admit to yourself (and to an appropriate someone else) if you don't like an employee --

Managers and supervisors are people. It's not unusual to just not like someone who works for you. That someone could, for example, look like an uncle you don't like. In this case, admit to yourself that you don't like the employee. Then talk to someone else who is appropriate to hear about your distaste for the employee, for example, a peer, your boss, your spouse, etc. Indicate to the appropriate person that you want to explore what it is that you don't like about the employee and would like to come to a clearer perception of how you can accomplish a positive working relationship with the employee. It often helps a great deal just to talk out loud about how you feel and get someone else's opinion about the situation. As noted above, if you 19

How to Motivate Your Self

continue to focus on what you see about employee performance, you'll go a long way toward ensuring that your treatment of employees remains fair and equitable.

How To Motivate Your Self

6. How to Use Habits to Motivate Yourself to Take Action Our minds love habits and routines. Once your mind gets in a groove it doesn't want to change whether what you are doing is good or bad for you. I remember when I was a kid; our father forced us to go through a special routine to clean our copper-bottomed pots with copper cleaner. It took longer now because we also had to polish the bottoms. We fought him on it at first, tooth and nail. A few years later at college, I owned those very same copper pots. Now I was telling everyone else in the house how to do a proper cleaning. I was hooked on the proper cleaning method and took pride in keeping those copper bottoms shiny and free of tarnish. I actually enjoyed cleaning them in this way. I remember thinking back on how I used to fight my father on doing this. Now it was a habit and I wouldn't do it any other way. My desires had shifted by the power of ESTABLISHING a new HABIT. This story illustrates the nature of the mind's desire for routine. If you establish positive habits, you will not want to change them. Successful habits are as easy to do as bad habits. Look at all the things I used to hate in school that I now love. 1. Reading 2. Learning 3. Writing

How to Motivate Your Self

4. Computers 5. Working out 6. Eating a Raw Food Vegan Diet 7. Public Speaking Nowadays I love working out. I used to hate it but I established the habit nine years ago and realized so many benefits that I never wanted to stop. If you can establish a habit for at least a week, you have a good chance of turning it into a life long habit. If you continue it for a month or so and it is working well for you, then you can keep it for life without struggle. Chair Sit Technique: This simple technique will make you want to get back to work when you aren't motivated. Decide to do nothing else but sit in a chair at your desk for a half hour. You can either do nothing or do your work, but those are your only choices. I used this exact technique last night to get myself to write this article and stop watching TV. I ended up working for 3 hours. I did it again the next night to edit this article. I just needed to get started and then I got into the work, but before I started, I really didn't feel like doing it. Remember your mind loves routine. You can use this in your favor. You can do things that you initially didn't like by just starting a habit and sticking to it for at least a week. You can also use the Chair Sit Technique to get motivated to work.

How To Motivate Your Self

7. Blazing Our Own Unique Leadership Path "Following the path of least resistance is what makes individuals and rivers crooked. Few people drift to success." There are about as many views and definitions of what encompasses "leadership" as there are experts in this field. There is one point that most leadership researchers and developers agree on; leaders are made not born. Leaders are rarely naturals. Certainly some are innately better at some aspects of leadership than others. For example, they may be more verbal or naturally "people-oriented" than their technical or administratively inclined management counterparts. But most highly effectively leaders have invested countless hours and long years in numerous forms of self-development. What seems to confuse lesser performing onlookers is that these leaders â&#x20AC;&#x201D; like highly skilled athletes â&#x20AC;&#x201D; have developed their skills to the point of making it look easy and natural. It's like good writing. Based on thousands of hours of my painful personal experience, most easy-toread and "spontaneously flowing" pieces were often the most agonizing to write. I've often taken hours to write a few sentences or paragraphs (and then sometimes deleted or rewritten them later). The goal is conversational writing that sounds as if I just sat down at my keyboard and effortlessly banged out a chapter "off the top of my head." If I am successful, I appear to be a "natural born writer." The same is true of "gifted" speakers. Many have spent years polishing, practicing, and presenting what sounds like an "off the cuff," spontaneous delivery. The "naturally witty" Mark Twain once revealed, "It usually takes me three weeks to prepare a good impromptu speech."

How to Motivate Your Self

Are you ready to pay the price of leadership? The pathways to outstanding performance and ever-higher leadership levels are lengthy and difficult. The time, energy, and discipline required to be successful is intense. It starts with a clear and constant focus on where we're going, what we believe in, and why we exist (our picture, principles, and purpose). But it also demands another important "p" word — persistence. Studies of high performers — from Nobel prize-winning scientists, to top athletes, to highly effective corporate leaders — show that their perseverance and "bull dog determination" was a key factor in their eventual success. As the vaudeville and film star, Eddie Cantor, put it, "It takes 20 years to make an overnight success." Rather than focusing on the price to be paid, we should concentrate instead on the rewards to be reaped. Our time and life are better organized. We — rather than competitors, the economy, your boss, or "the system" — can control our own destiny. Exciting new markets, products, and services have others scrambling to catch up. Our sense of mastery and confidence grows as we continuously improve our knowledge, skills, and experience. Relationships with those we care most about take on a new depth and richness. We feel more "centered" and in touch with our deep inner, spiritual being — our soul. Our group becomes a truly cohesive, stimulating, and continuously improving team. Our energy, passion, and respect for the person staring back at us in the mirror flourishes when we are true to ourselves. The boy or girl we were is proud of the man or woman we've become.

How To Motivate Your Self

8. Blazing Our Own Improvement Path "The process of spiritual growth is an effortful and difficult one. This is because it is conducted against a natural resistance, against a natural inclination to keep things the way they were, to cling to the old maps and old ways of doing things, to take the easy path." — M. Scott Peck, The Road Less Traveled A timeless principle of inside out leadership is continuous personal growth. When U.S. Supreme Court associate justice, Oliver Wendell Holmes Jr., was hospitalized at the age of 92, President Roosevelt went to visit him. He found Holmes reading a Greek Primer. "Why are you reading that?" the president asked. The great jurist replied, "Why, Mr. President, to improve my mind." Continuous personal improvement means we often outgrow our own standards and what we previously thought was acceptable. A dull author once complained to William Dean Howells, the 19th century editor of Atlantic Monthly (he encouraged a number of writers including Mark Twain and Henry James). "I don't seem to write as well as I used to," the mediocre writer grumbled. "Oh yes you do...indeed you do," Howells reassured him, "It's your taste that is improving." We need to find the combination of reflection, networking, participating in learning events, training, discussions, taking on new assignments and responsibilities, experimenting, — or whatever — that keep us stretching and growing. Reading is a powerful way to stretch our minds and keep growing. Not all readers are leaders, but most lifelong leaders are avid readers. A Gallup Poll found that high-income people read an average of nineteen books per year.

How to Motivate Your Self

The 19th century president of Harvard University, Charles William Eliot, said, "Books are the quietest and most constant of friends; they are the most accessible and wisest of counselors, and the most patient of teachers." "Reading is to the mind what exercise is to the body," declared the 18th century writer, Sir Richard Steele. I heartily agree. However, as an author, I will admit to a little bias on the subject. Continuous learning, growing, and developing helps us find the path that is personal and unique to us. Ways of doing things depend upon tools and techniques. This can range from how to operate a machine, use a software program, deal with a customer, manage a process, cook a meal, or resolve a conflict. There are no tools or techniques for ways of being. We all need to keep searching, growing, and developing those ways that are true to our inner selves and take us where we want to go. There are no quick-and-easy formulas to leadership development. In his book, The Heart Aroused, poet David Whyte illustrates how difficult it can be to find our own way. "In my experience, the more true we are to our own creative gifts the less there is an outer reassurance or help at the beginning. The more we are on the path, the deeper the silence in the first stages of the process. Following our path is in effect a kind of going off the path, through open country, there is a certain early stage when we are left to camp out in the wilderness, alone, with few supporting voices. Out there in the silence we must build a hearth, gather the twigs, and strike the flint for the fire ourselves...if we can see the path laid out for us, there is a good chance it is not our path: it is probably someone else's we have substituted for our own. Our own path must be deciphered every step of the way." The unknown author of the following story entitled The Moth, illustrates the necessity for struggling to find our own way:

How To Motivate Your Self

A man found a cocoon of an emperor moth. He took it home so that he could watch the moth come out of the cocoon. On that day a small opening appeared, he sat and watched the moth for several hours as the moth struggled to force the body through that little hole. Then it seemed to stop making any progress. It appeared as if it had gotten as far as it could and it could go no farther. It just seemed to be stuck. Then the man, in his kindness, decided to help the moth, so he took a pair of scissors and snipped off the remaining bit of the cocoon. The moth then emerged easily. But it had a swollen body and small, shriveled wings. The man continued to watch the moth because he expected that, at any moment, the wings would enlarge and expand to be able to support the body, which would contract in time. Neither happened! In fact, the little moth spent the rest of its life crawling around with a swollen body and shriveled wings. It never was able to fly. What the man in his kindness and haste did not understand was that the restricting cocoon and the struggle required for the moth to get through the tiny opening was the way of forcing fluid from the body of the moth into its wings so that it would be ready for flight once it achieved its freedom from the cocoon. Freedom and flight would only come after the struggle. By depriving the moth of a struggle, he deprived the moth of health. Sometimes struggles are exactly what we need in our life. If we were to go through our life without any obstacles, we would be crippled. We would not be as strong as what we could have been.

How to Motivate Your Self

9. Self Motivation Self motivational people know that the language they use can have a very big impact on their moods and behavior. When others around them are continually using negative talk they consciously block it out to avoid it impacting on their day. How often when something goes wrong you hear others or yourself saying “what a disaster!” In most cases the disaster is no more than laddered tights just before going out for the evening or the video recorder failed to record the football match you wanted to see. So what, but the issue is that your subconscious is listening and if it hears a stream of very negative expressions it reacts accordingly. So you become more and more miserable and in extreme cases depressed and anything but self motivational. When you look at it they are only minor set backs which often can be readily overcome. But if you keep up such negative inner talk or surround yourself with people who exaggerate negativity it will begin to take its toll on your mindset. Ask yourself this ” Does over emphasizing the negative nature of a situation put you in the right frame of mind to overcome it?” Hopefully you answered “No!”. But for some people it has become a way of life to look at the world in as negative frame of mind as possible and worse still express it in extremely negative terms. What happened in Haiti recently was a disaster, missing your favorite football team is no more than an inconvenience to which you should be no more than peeved. There’s a great word to have in your vocabulary which will send the signal to your brain that it is anything but a disaster and you can overcome it or at least cope with it. If you realize that stress is not caused by external factors but by how you react to them you can see that your mental health depends a lot on the language you use and listen to regularly.

How To Motivate Your Self

So what can you do if you want to be self motivational? First you must look to the language you use yourself. When you find yourself reacting to a negative situation, stop and think and say to yourself in the scale of things how does this compare to a real distaste (Haiti or whichever one you want to use as your yardstick) and say how bad do I feel this situation really is? In most cases it is a minor mishap not a catastrophe. So curb your desire to use hyperbole to describe a negative situation. Secondly listen for others using extreme language to make matters worse and ask them “do you really think the situation is that bad?”. You will help them to become more self motivational by challenging their thinking this way. If you find that some people do not respond positively to this challenging then perhaps its best not to spend too much time in their company. 1. Self Motivational Help to be Happy when Sad Self motivational people know that their mood is controlled internally by how they respond to external stimuli. If you can take this principle on board you will realize that no matter how badly the world is treating you there is no need to compound it by making yourself miserable. The first step in improving your mood is to realize that by being aware of the sad feeling and where it emanates from you can begin to do something about it. Its not that self motivational people never have sad feelings it’s just that they latch onto it quicker and begin to manage the situation. They may not be able to change the outside influence that is causing the sadness but they know that they can control their reaction to it. Now I am not suggesting that you ignore sad feelings, sometimes it is your mind sending you signals that you shouldn’t dismiss. For example if you suffer a bereavement of a family member or close friend I am not suggesting you put on a

How to Motivate Your Self

grin from ear to ear and start bouncing off the walls. In such an instance the grieving process requires that you do reflect on this loss. However those who dwell on it for too long never get through the grieving process and it begins to affect both their physical and mental health. Self motivational people move on from feeling sorry for themselves for the loss to celebrating the life of the person who has passed on. Now the grieving process is a lot more complicated than this and needs to be the subject of a longer discussion than here. However I hope it demonstrates that the control is in the hands of the person feeling sad. So after recognizing the sad feeling and why your mind wants to remind you of something, the next stage is to let go of that feeling. This is not to deny the feeling but to realize that in the long term it is not helping you. It is more than an old wifeâ&#x20AC;&#x2122;s tale to say that if you send out negative vibrations to the world you will receive back similar negative vibes. To achieve this you need to begin to live in the now. Self motivational people donâ&#x20AC;&#x2122;t like to spend a lot of time mulling over negative things that happened in the past nor do they spend too much time anticipating things going wrong in the future. They live in the now and deal with their emotions in the present. If the sadness is caused by someone who has wronged you in the past if you forgive them in the present it is you who benefits by letting go of the grudge. If you find this difficult you will be much more self motivational when you realize that no amount of brooding will change the past but you can change how you feel in the present. Also by living in the now you can focus on what actions you need to take to move forward into a positive tomorrow. Again self motivational people focus on the solution to overcome a sad situation rather than dwelling on the cause or the source. Overall you need to begin to focus on all the wonderful things around you, a babyâ&#x20AC;&#x2122;s smile, a beautiful sunset, a piece of inspirational music, a funny film etc.

How To Motivate Your Self

2. Self Motivational and Self Image The great thing about self motivational people is that they are not burdened by what other people think of them. That’s not because they are arrogant or conceited they just don’t let it make them feel less of themselves or on the flipside inflate their ego. To paraphrase Rudyard Kipling; self motivational people can meet triumph and disaster and treat those two impostors just the same. It’s about staying on the level regardless of what people say or think about you. Especially what we think others think about us as very often we don’t have a very accurate view of this. The main reason we often worry about what others think of us is that we crave their approval. Why might we be so dependent on others approval to make us feel good about ourselves? For many of us this behavior pattern is instilled at a very early age. When children misbehave their parents often chastise them and tell them they are a bad boy/girl. If this is done relentlessly then the child begins to believe they are inherently bad or there is something wrong with them and that their parents don’t love them. If you are a parent of young children make sure that you highlight their bad behavior not that they are bad. In this way you can direct their behavior but leave their self esteem intact. Research has found that up to the age of 6 or 7 years a child will accept the opinion of any authority figure as being fact and will begin to form their character as a result. As William Wordsworth said “the child is father of the man”. The problem is further confounded when a child does something well and is given high praise and told they are a good boy/girl. Often they don’t understand why they are now inherently good but it makes them feel good about themselves. From then on they know they feel good when others think well of them and they become almost addicted to the situation. Thus they crave approval even if they are not sure how they go about getting that approval. As we grow up we begin to work out what get approval and what doesn’t though we are not always completely accurate in our analysis. It becomes even more complicated when 31

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others have different expectations of us and give approval for different behaviors. This then becomes a barrier to us being self motivational. As a result we develop a belief that what makes us ‘good enough’ is what others think about us. We then become a puppet on a string to be led one way then another by what we think people will think of us. So how can we alter that belief? The first thing to realize that it is not based on reality it is just our map of the world and that we can change that map. One of the ways of changing belief patterns and becoming more self motivational is to use positive affirmations. These can be used by writing them down a number of times or saying them out loud especially while looking into a mirror. My favorite affirmation to use in this context is “What I think of myself is much more important than what others think of me”. If used often enough you hard wire this new belief pattern into your brain which in turn cuts those strings allowing you to be self motivational. 3. Self Motivational Means Being Assertive How are self motivational people better at being assertive than the rest of us? The main reason is that they understand the difference between being assertive and being aggressive. Many of us believe that to be aggressive is an unacceptable form of behavior and therefore don’t wish to be seen as that kind of person. In most cases I would agree, though if someone is coming at you with a knife you may be forced to adjust your thinking quickly. However the dislike of this behavior is often more to do with confusing aggressive behavior with assertive behavior. Aggressive behavior is exhibited by those who don’t care what other people think or believe only their view is the right one. Self motivational people see being assertive as an alternative way to behave. Being assertive means putting forward your point of view forthrightly but at the 32

How To Motivate Your Self

same time accepting that others are entitled to have a different opinion. Sometimes it is just a natural reaction to be aggressive when someone else is aggressive towards you. Or you may react in a totally different way when someone is aggressive and exhibit passive behavior. Some people even swing between being passive until pushed too far and then revert to being aggressive. Neither of these behaviors is likely to satisfactorily resolve a situation. Aggressive, passive or passive/aggressive behaviors do not address the underlying issue directly and often take a relationship off at a tangent leaving the original problem unresolved. Being assertive is about providing direct and clear communication about your views and feelings on an issue without either threatening others position or conceding which is not the same as agreeing. Self motivational people always respect others position while clearly outlining what they want and expect from an individual transaction or an ongoing relationship. Aggressive, passive or passive/aggressive behaviors are learned behaviors we get from our relationships with those in authority as we grow up. You can readily look back into your past and see where these non-assertive behaviors came from. I donâ&#x20AC;&#x2122;t suggest you spend too much time looking back. I would prefer to look forward and see how you can develop an assertive approach to life and thus become more self motivational. Understand that in any situation, but particularly in a confrontational one, that you must clearly put forward not only what you think is the truth but what you believe to be the truth. Be prepared to listen to others views but also donâ&#x20AC;&#x2122;t be afraid to reiterate your views which you strongly believe in. Others may disagree with your views but they cannot take away your right to hold those views. If you wish to really test this approach use it next time someone is being particularly aggressive towards you. Just continue to say this is what I think and this is what I

How to Motivate Your Self

believe without saying the other person is wrong. Watch how confused they become, they are not used to others behaving in this way and don’t know how to respond. They often will wander off shaking their heads not knowing what just happened. What happened is you were assertive which increased your self esteem and also made you more self motivational. 4. Self Motivational Means Never Giving Up How can I motivate myself? Are you still asking that age old question? To be self motivational you need to adopt a new mindset from the one that has you asking that question “how can I motivate myself?” If you are asking this question of yourself then you are more likely to be the type that will readily quit when things go wrong. If things go wrong do you find yourself saying things like. “I knew it would never work” “Things never work out for me” “No matter how hard I try it never seems to happen for me”. If you find yourself using this type of internal talk realize that you are telling your subconscious that there is a state of permanency here which you can’t get out of. And as you should know by now if you have been reading any of my postings, what you tell your subconscious it sets about to make a reality for you. If you are a self motivational person then how you motivate yourself is by seeing an underlying cause for what has gone wrong which you can act on and achieve better results. For that is the mindset that you must adopt. That is, when things go wrong you don’t see that as a failure that it is just a result which you didn’t want. See it as feedback which you can use in answering the question “How can I motivate myself?” If you have looked at Neuro Linguistic Programming (NLP) at all you will realize that this is what they call reframing. You can either put it in a frame and call it failure or you can put it in another frame and call it a different result from what you wanted. As a child when you were learning to walk and you fell over for the nth

How To Motivate Your Self

time, neither you or your parents said “OK that’s it you’ll never do this walking thing might as well give up and just crawl on your hands and knees for the rest of your life!” No you took the feedback about balance and foot placement and quite rapidly really mastered the art. Why then as adults if we fail to lose weight we say “diets don’t work for me” instead as self motivational people say “yes I still ate too much last week and didn’t get out jogging enough for me to attain the result I wanted” Similarly in the current climate some of you may be applying for jobs and getting many rejections. If you are saying “I’ll never get another job” then you probably won’t. If you are saying “how can I try a different field, improve my resume or my interview skills” then you will achieve the result you desire and you will have learned how to motivate yourself in many other areas of your life. 5. How to Motivate The simple answer to how to motivate yourself is to decide what you want, decide what is the price you have to pay to achieve it, then accept that you have to pay that price. A simple answer but not an easy solution. However in essence that is what you need to do if you are going to motivate your self and be the success you want to be. However when I say this to my coaching clients it usually strikes fear into their hearts. I often say that is not a problem. If you want to know how to motivate yourself fear can be a useful ally. Fear can often drive us to use our inner resources more effectively and achieve more than if we sit cozily in our comfort zone. How can you use fear to motivate yourself rather than create a state of paralysis? If you are scared of heights then the worse thing you can do is to look down. To motivate yourself you look straight ahead, appreciate the view and focus on where you want to go not on where you don’t want to go. Many people have a fear of failure which is nothing to do with falling and ultimately dying. It is often just a fear of being embarrassed when they don’t succeed 35

How to Motivate Your Self

at something. Therefore if they want to try and achieve something, they keep it to themselves and don’t tell anyone. Thus if they don’t succeed it doesn’t matter nobody know they were trying. Two points here. One is if they were only “trying” it was unlikely they would succeed. The second point is by not being accountable to anyone they didn’t need worry about trying very hard. So make this fear work for you, declare to others what you intend to achieve and that will drive you make sure you take the appropriate actions. However make sure you declare your intentions only to those who are likely to support and not those who would seek to undermine you. Very often when we are not sure how to motivate ourselves it is because we see only the barriers in our way to achieving what we desire. In this situation we must go back to the goal we want to achieve and ensure that we are clearly focused on its meaning and what the achievement of it will look like. Remember obstacles are what you see when you take your eye off your goal. 6. Self Motivational Way to Control Inner Voices. Our inner voices by default are usually negative and as such have quite an impact on us. Self motivational people know how to manage these inner voices to stay positive in their outlook. Very often these inner voices are taking us back to a previous negative incident and constantly serving it up for us to view and relive the experience. As they are viewed repeatedly they are magnified and made to appear even worse than the original incident. They are continually feeding us that if we try things we will fail and so we become almost paralyzed to take any action. Sometimes these voices don’t relate to any previous activity they are just there sapping our confidence to be able to take action and achieve our goals.

How To Motivate Your Self

Self motivational people have great ways for dealing with these inner voices. One of the quickest and best ways to deal with them is to change the sound of them. Remember itâ&#x20AC;&#x2122;s your head you do have control of that space between your ears. So when you are replaying one of these negative sessions change the pitch of the sound up or down. Make it sound like a silly cartoon voice so squeaky your brain would have no respect for anything it says. Speed the voice up until it sounds as if it is talking gibberish. While doing this begin to notice the positive effect you are experiencing and how self motivational you have become. If you are seeing negative images with the voices then drain any color from the image, shrink it down to a tiny dot and then kick it off into the distance. Another great technique that self motivational people use to diffuse the impact of the negative words and images is to get them out of your head and onto paper. Write them all down as if you are sucking them out of your head. Once you have done that, if you have the facility then shred the piece of paper. Then take the shreds and burn them (in a safe way of course) and watch as you have destroyed these negative thoughts and see how empowered and self motivational you become. If you have particularly negative thoughts which keep recurring then you may have to take them on head on. While relaxing close your eyes and think back to a time when you have dealt successfully with a negative situation. Just see, hear and feel the inner resources you used to deal with the situation. Now bring those images, sounds and feelings back to the current negative voices and know that you can apply them equally well to this situation. Believe me if you tell your subconscious that you have the resources to overcome them it will take on those inner voices and will find a solution.

How to Motivate Your Self

7. Self Motivational Way to Manage Stress You can clearly distinguish self motivational people by the way they manage stressful situations. One of the main reasons we may be easily stressed in a given situation is because we readily associate with it. What does that mean? It means we find it difficult to stand back and take an objective view of the situation. We use most if not all of our senses to absorb ourselves in the situation and thus if it is a negative situation our emotions become overwhelmed. On the other hand self motivational people appear to achieve an inner peace when all around them negative influences are going on. They have a clearer perspective on what is going on rather than just a bunch of mixed up emotions. In the first instance self motivational people become observers of what is happening around them. They decide to gather as much information about the situation before they decide on and take action. Self motivational people get highly curious about what is going on even in a negative situation. They want to learn what is happening and try to understand what is happening. You will know that one of the habits he recommends is “Seek First to Understand then be Understood”. So as observers they are dissociated from the situation and in a better place to take a more realistic view of what is happening. The second thing that self motivational people do is to remain objective. That is they don’t pre-judge the situation waiting till they have all the relevant information before they take a decision and then act. They remain unbiased and are not quick to criticize as many of the rest of us do. Self motivational people also exhibit a sense of compassion rather than just coldly judging people. When I say that self motivational people act as observers and stay objective they don’t just do that about others. They do the same about themselves in any given situation. This is the real skill of being dissociated in any situation to 38

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arrive at the right conclusion. This is why we notice that self motivational people appear to have that inner peace even in particularly negative situations. It also explains why self motivational people always seem to make the right decisions in any given situation. Try it yourself next time you are in a stressful situation, stand back and be an observer and take an objective view. You will notice yourself becoming more self motivational. 8. Self Motivational - Face your Internal Resistance One of the key traits which stand out in self motivational people is their ability to manage internal resistance. Many people follow the usual steps of self improvement by focusing on goals and drawing up plans to achieve them. Then they get stuck and the most common reason is internal resistance. Why does this happen? Because we really like to stay within our comfort zone. Quite often we spend more time building monuments of resistance and doubt rather than expending the energy on shooting for our goals. Self motivational people are first aware that this can happen and secondly work on avoiding it. Many of us just react to circumstance and just default to taking the easy option. We of course have to generate excuses to justify this action or lack of it to ourselves. “Its not my fault so I can’t do anything about it.” “I haven’t got time there are too many urgent things to be done.” “I haven’t got enough money to do something about it.” Recognize any of that? Self motivational people refuse to allow that internal dialogue to bog them down. They look at it positively and say “OK that’s my subconscious trying to protect me” They will look to see what does that thinking give you what sort of comfort does it offer. Then they will put in place actions which will move them forward but also provide a benefit to them. For example “I can’t give up smoking because many of my friends around me smoke” OK you are transferring the blame and/or putting up a fear that you could lose friends if you change your habits. Self motivational people would look to expand their circle of 39

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friends to include mainly non smokers. Then when they kick the habit try to help some of their original friends do the same. What a great feeling of empowerment that would give you. How can you start to be more self motivational? Take a look at some changes you have made, no matter how simple or trivial. Realize that you overcame some internal resistance or doubts to achieve that. Then be confident that you achieved it once so you can do it again and see how you can generate some momentum.

How To Motivate Your Self

10. Employee Motivation: One Size Doesn’t Fit All Some people like their eggs poached, or scrambled, or soft-boiled, or sunny-side up. Others prefer deviled eggs, an omelet, or a quiche. A key principle of employee motivation is that different people and different groups have different needs and desires. Here’s what you need to know about motivation. 1. Money is not the top motivator surprised?

– are you

Survey after survey show compensation is important, but the majority of the workforce desires other things more. They want to be valued for the work they do. Money does not do this; personal recognition does. 2. What motivates staff is often different from what motivates supervisors. When workers were asked to rank a list of motivators from 1 to 10 in order of importance, workers rated “appreciation for a job well done” as their top motivator; supervisors ranked it eighth. Employees ranked “feeling in on things” as being #2 in importance; supervisors ranked it last at #10. 3. You get what you reward is common sense, but unfortunately not common practice. How many supervisors consider ‘appreciating others’ to be part of their job responsibility? Probably, not many. Most tend to be too busy or too removed from their employees to notice and thank good work. Limited appreciation leads to limited motivation.

How to Motivate Your Self

4. What is most motivating tend to be relatively easy to do. For example, recognize a high performer in the company newsletter or website. Have her manager’s manager call to thank her for a job well done. Leave a voice mail praising her work. 5. Managers tend not motivation until it’s lost.

focus

employee

They are often too busy focusing on what’s urgent and forget about it until morale sinks, employees quit or targets are not made. Then they must scramble to figure out what’s going on. At this point, fixing the problem is much more difficult than doing little things along the way. Management Success Tip: You probably have a diverse workforce. You have different employee groups – each with unique needs. Do you know the key motivators for your: • •

Front-liners who deal with the customer everyday? Sales force that grow your business in leaps and bounds?

•

Support staff that make it come together behind the scenes?

•

Professionals who provide the know how to get the work done?

•

Young workers who will develop into the future for your organization?

How To Motivate Your Self

11.Staying Motivated Even the best laid plans can go awry, and we all have tough times in business. It can be challenging to close major sales, get the growth we want, and our competitors tend to throw up obstacles. Through all this, how do you stay motivated? What works for you may not work for someone else. This is a personal question. For the goal-oriented among us, it can help to have some objectives with timeframes. Of course, part of the goal will be an outcome based on your actions. However, you can only control your actions. What you do and how you do it. Many hone these to obtain the desired results throughout their career. It is important to understand where you are now, and to set realistic goals. Stretch goals can push you further. However, impossible goals are demotivating. Another source of motivation is the satisfaction in the work, the process. The results may not be what you want right now. The growth you had expected by now may be disappointing. However, the joy of doing the work and doing what will bring growth can buoy spirits until the next spurt of growth occurs. When it does, donâ&#x20AC;&#x2122;t forget to celebrate. Following the greats or your mentors can provide new ideas and inspiration. Focusing on the potential of your business creates energy and excitement in your work. Keeping some quote handy or learning more about your idolâ&#x20AC;&#x2122;s accomplishments, ideas. Brainstorming ideas with peers can create that energy too.

How to Motivate Your Self

Noting your progress is key. It is always so easy to look at what we havenâ&#x20AC;&#x2122;t done, at what is left to do. However, looking back at what you have accomplished so far helps your perspective. You are equal to the task at hand. Checking in with your team on a weekly basis can demonstrate progress and focus the team on the key activities at hand. It can provide an excellent forum for discussing the vision, brainstorming and generating excitement. Finally, if you are just having a bad day, it might be time to take a break, go for a walk, smell the roses, or say hello to your family. This can give you a fresh look at the problem, with new solutions.

How To Motivate Your Self

12. Motivate Your Best People Here are additional easy, inexpensive actions that managers can take that will bring smiles, good cheer and greater employee commitment to his or her job. These will motivate your best people and not break the bank. 1. Visit a person in his or her office just to thank them for some specific contribution or post at thank-you note on his or her office door. 2. Send an e-mail message to everyone in the group advising of a person’s personal contribution to the team’s accomplishment. 3. Walk around with free lunch coupons and hand them out with a simple thank you for your commitment. I appreciate it. 4. Organize a number of your group to take a specific staff member out for lunch on their birthday or arrange to send a card home signed by everyone on the team. 5. Present a stuffed “Energizer bunny” to that group member who keeps going and going or a stuffed roadrunner to those who manage to complete a particular rush client project in record time. 6. Present each new person joining the group with a specially printed T-shirt displaying their name above the name of the group and the firm. 7. Initiate your own internal one-page monthly newsletter. Arrange a “Bravo” column to salute personal and professional activities or a “Good Tries” column to recognize and offer encouragement to those whose innovations did not achieve their full potential.

How to Motivate Your Self

8. Allow new people and staff to rent, from the local art gallery, a work of art of their choice for their office or work area. 9. Create a Hall Of Fame wall with photos of outstanding achievements, both professional and personal. 10. Create an annual report, yearbook, or photo album containing memorabilia and photographs of every group member along with their best achievements of the year. 11. Buy a local billboard accomplishments.

celebrate

team’s

12. Make a donation to their favorite charity in their name. Suggest that the charity send them, not you, a thank you recognition. 13. Host a surprise picnic for the entire team in the parking lot or parking garage ..of course in good weather. 14. Send flowers and a letter of appreciation to the family of a staff person who has to be away from home for an extended period of time. 15. Give them a surprise for their work area – a new mouse pad, a poster, a desk organizer – something that will help them do their job better as well as say “Thank You.” Supervision Success Tip Sometimes a jelly doughnut or a handshake is as effective as a bonus. However, remember what is one person’s carrot is someone’ yucky orange vegetable. Do you know what motivates each of your employees?

How To Motivate Your Self

13. Motivation and Leadership Men wanted for hazardous journey. Small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful. Honor and recognition in case of success. — Explorer Ernest Shackleton in a 1890 job ad for the first Antarctic expedition A person's motivation is a combination of desire and energy directed at achieving a goal. It is the cause of action. Influencing someone's motivation means getting them to want to do what you know must be done. (U.S. Army Handbook, 1973) A person's motivation depends upon two things: •

•

The strength of certain needs. For example, you are hungry, but you must have a task completed by a nearing deadline. If you are starving you will eat. If you are slightly hungry you will finish the task at hand. The perception that taking a certain action will help satisfy those needs. For example, you have two burning needs — the desire to complete the task and the desire to go to lunch. Your perception of how you view those two needs will determine which one takes priority. If you believe that you could be fired for not completing the task, you will probably put off lunch and complete the task. If you believe that you will not get into trouble or perhaps finish the task in time, then you will likely go to lunch.

People can be motivated by such forces as beliefs, values, interests, fear, and worthy causes. Some of these forces are internal, such as needs, interests, and beliefs. Others are external, such as danger, the environment, or pressure

How to Motivate Your Self

from a loved one. There is no simple formula for motivation — you must keep a open viewpoint on human nature. There is a complex array of forces steering the direction of each person and these forces cannot always be seen or studied. In addition, if the same forces are steering two different people, each one may act differently. Knowing that each person may react to different needs will guide your decisions and actions in certain situations. As a leader you have the power to influence motivation. The following guidelines form a basic view of motivation (U.S. Army Handbook, 1973). They will help guide your decision making process: Allow the needs of your team to coincide with the needs of your organization Nearly everyone is influenced by the needs for job security, promotion, raises, and approval of their peers and/or leaders. They are also influenced by internal forces such as values morals, and ethics. Likewise, the organization needs good people in a wide variety of jobs. Ensure that your team is trained, encouraged, and has opportunities to advance. Also, ensure that the way you conduct business has the same values, moral, and ethic principles that you seek in others. If you conduct business in a dishonest manner, your team will be dishonest to you, for that will be the kind of people that you will attract. Reward good behavior Although a certificate, letter, or a thank you may seem small and insignificant, they can be powerful motivators. The reward should be specific and prompt. Do not say something general, such as “for doing a good job,” rather cite the specific action that made you believe it was indeed a good job. In addition, help those who are good. We all make mistakes or need help on occasion to achieve a particular goal.

How To Motivate Your Self

Set the example You must be the role model that you want others to grow into. Develop morale and esprit de corps Morale is the mental, emotional, and spiritual state of a person. Almost everything you do will have an impact on your organization. You should always be aware how your actions and decisions might affect it. Esprit de corps means team spirit — it is defined as the spirit of the organization or collective body (in French it literally means “spirit of the body”). It is the consciousness of the organization that allows the people within it to identify with and feel a part of. Is your workplace a place where people cannot wait to get away from; or is it a place that people enjoy spending a part of their lives? Allow your team to be part of the planning and problem solving process This helps with their development and allows you to coach them. Secondly, it motivates them — people who are part of the decision making process become the owners of it, thus it gives them a personal interest in seeing the plan succeed. Thirdly, communication is clearer as everyone has a better understanding of what role they must play as part of the team. Next, it creates an open trusting communication bond. They are no longer just the doers for the organization — they are now part of it! Finally, recognition and appreciation from a respected leader are powerful motivators. Look out for your team Although you do not have control over their personal lives, you must show concern for them. Things that seem of no importance to you might be extremely critical to them. You must be able to empathize with them. This is from the 49

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German word, einfuhling, which means “to feel with”, or the ability to perceive another person's view of the world as though that view were your own. The Sioux Indian Tribal Prayer reads, “Great Spirit, help us never to judge another until we have walked for two weeks in his moccasins.” Also note that empathy differs from sympathy in that sympathy connotes spontaneous emotion rather than a conscious, reasoned response. Sympathizing with others may be less useful to another person if we are limited by the strong feelings of the moment. Keep them informed Keeping the communication channel open allow team members to have a sense of control over their lives. Make their jobs challenging, exciting, and meaningful Make each feel like an individual in a great team, rather than a cog in a lifeless machine. People need meaningful work, even if it is tiring and unpleasant; they need to know that it is important and necessary for the survival of the organization. Counsel people who behave in a way that is counter to the company's goals All the guidelines before this took the positive approach. But, sometimes this does not always work. You must let people know when they are not performing to an acceptable standard. By the same token, you must protect them when needed. For example, if someone in your department is always late arriving for work and it is causing disruptions, then you must take action. On the other hand, if you have an extremely good department and once in a while a person is a few minutes late, then do the right thing — protect the person from the bureaucracy!

How To Motivate Your Self

Drive This lively RSA Animate, adapted from Dan Pink's talk at the RSA, illustrates the hidden truths behind what really motivates us at home and in the workplace. Informed Acquiescence Governance

Vs.

Value-Based

Self-

The most common form of culture in modern organizations is often referred to as informed acquiescence. They are rule-based in that the workers learn the rules and agree to abide by them. Rules work their way from the top-down in a fairly controllable and predictable manner. Thus a large organization becomes management-orientated and in turn, a bureaucracy. And it is this bureaucracy that tends to slow things down. However, many of the leading organizations are becoming more value-based self-governance in that rather than the workforce being governed by “should,” they act upon “can” (Seidman, 2007). They have a small core set of rules that are valued by the workforce. Rather then being motivated to do better, they are inspired. Motivation is controlled somewhat by outside factors, while inspired (similar to “esprit”) is more inside the individual (soul or spirit) and is usually considered the greatest motivator. Being freed from the crippling pace of bureaucracy, value-based companies operate and move faster. Probably no organization is solely one or the other, yet the better and faster ones are closer to being value-based. Nordstrom is perhaps the best known example of an organization that leans heavily towards value-based selfgovernance. For example, Nordstrom's rule is to “Use good judgment in all situations.” Employees are encouraged to ask questions from anyone because they believe that all information should be accessible to everyone, regardless of seniority or status.

How to Motivate Your Self

Counseling Counseling has a powerful, long-term impact on people and the effectiveness of the organization. Counseling is talking with a person in a way that helps him or her solve a problem. It involves thinking, implementing, knowing human nature, timing, sincerity, compassion, and kindness. It involves much more that simply telling someone what to do about a problem. Leaders must demonstrate the following qualities in order to counsel effectively. •

•

Respect for employees — This includes the belief that individuals are responsible for their own actions and ideas. It includes an awareness of a person's individuality by recognizing their unique values, attributes, and skills. As you attempt to develop people with counseling, you must refrain from projecting your own values onto them. Self-Awareness — This quality is an understanding of yourself as a leader. The more you are aware of your own values, needs, and biases, the less likely you will be to project your feelings onto your employees.

•

Credibility — Believability is achieved through both honesty and consistency between both the leader's statements and actions. Credible leaders are straightforward with their subordinates and behave in such a manner that earns the subordinates' respect and trust.

•

Empathy — or compassion entails understanding a subordinate's situation. Empathetic leaders will be better able to help subordinates identify the situation and then develop a plan to improve it.

The reason for counseling is to help employees develop in order to achieve organizational goals. Sometimes, the

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counseling is directed by policy, and at other times, leaders should choose to counsel to develop employees. Regardless of the nature of the counseling, leaders should demonstrate the qualities of an effective counselor (respect, selfawareness, credibility, and empathy) and employ the skills of good communication. While the reason for counseling is to develop subordinates, leaders often categorize counseling based on the topic of the session. Major categories include performance counseling, problem counseling, and individual growth counseling (development). While these categories help leaders to organize and focus counseling sessions, they must not be viewed as separate and distinct types of counseling. For example a counseling session which mainly focuses on resolving a problem may also have a great impact on improving job performance. Another example is a counseling session that focuses on performance may also include a discussion of opportunities for growth. Regardless of the topic of the counseling session, you should follow the same basic format to prepare for and conduct counseling. Counseling Steps 1. Identify the problem. Ensure you get to the heart of the problem. Sakichi Toyoda, the founder of Toyota, invented a technique called the Five Whys. When confronted with a problem you ask “why” five times. By the time the fifth why is answered, you should be at the root cause of the problem. For example: Tom's work is not up to standards o o

Why? — After discussing it with Tom it turns out he has too much of a workload Why? — Tom is considered one of the experts, thus he often gets extra work dumped on him

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Why? â&#x20AC;&#x201D; Susan, the other expert, was promoted and no one else is capable of replacing her

Why? â&#x20AC;&#x201D; We failed to train and develop the other team members

Why? â&#x20AC;&#x201D; We did not see the necessity of crosstraining

2. Analyze the forces influencing the behavior. Determine which of these forces you have control over and which of the forces the worker has control over. Determine if the force has to be modified, eliminated, or enforced. 3. Plan, coordinate, and organize the session. Determine the best time to conduct the session so that you will not be interrupted or forced to end too early. 4. Conduct the session using sincerity, compassion, and kindness. This does not mean you cannot be firm or in control. Your reputation is on the line; the problem must be solved so that your department can continue with its mission. Likewise, you must hear the person out. 5. During the session, determine what the worker believes causes the counterproductive behavior and what will be required to change it. Also, determine if your initial analysis is correct. 6. Try to maintain a sense of timing of when to use directive or nondirective counseling (see below). 7. Using all the facts, make a decision and/or a plan of action to correct the problem. If more counseling is needed, make a firm time and date for the next session.

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8. After the session and throughout a sufficient time period, evaluate the worker's progress to ensure the problem has indeed been solved. There are two types of counseling — directive and nondirective. In directive counseling, the counselor identifies the problem and tells the counselee what to do about it. Nondirective counseling means the counselee identifies the problem and determines the solution with the help of the counselor. The counselor has to determine which of the two, or some appropriate combination, to give for each situation. For example, “Put that cigarette out now as this is a nonsmoking area,” is a form of directive counseling. While a form of nondirective counseling would be, “So the reason you are not effective is that you were up late last night. What are you going to do to ensure that this does not affect your performance again?” Hints for counseling sessions: • Let the person know that the behavior is undesirable, not the person. • Let the person know that you care about him or her as a person, but that you expect more from them. •

Do not punish employees who are unable to perform a task. Punish those who are able to perform the task but are unwilling or unmotivated to succeed.

•

Counseling sessions should be conducted in private immediately after the undesirable behavior. Do not humiliate a person in front of others.

•

Ensure that the employee understands exactly what behavior led to the counseling or punishment.

•

Do not hold a grudge. When it is over, it is over! Move on!

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14. Performance Appraisals Skills + Knowledge + Attitudes = Observable Behavior Observable Behavior = Performance Appraisal Rating

If you don't keep score, you're only practicing. â&#x20AC;&#x201D; Vince Lombardi Performance Appraisals (often called reviews, evaluations, or assessments) are the measurement of a specific range of skills, knowledge, and attitudes in relation to certain objective standards. The ratings are based upon observations or empirical data in relationship to a set of predefined standards. Although we sometimes make decisions based upon our own personal feelings or gut-level instincts, appraisals must be based upon how well a person has performed to a set standard. He who stops being better stops being good. â&#x20AC;&#x201D; Oliver Cromwell The objective of performance appraisals is to help employees improve their performance and grow as individuals so that the organization can meet its present and future goals in a timely and cost effective manner. Is this how most organizations use them? No. They are used for protection against lawsuits, to justify different levels of pay increases, or to provide once-a-year feedback. In other words, a lot of managers and supervisors view them as an additional burden required by Human Resources. When in fact, they should be viewed as a performance tool. Just as a leader uses speaking skills to encourage the troops and analytical skills to forecast budgets; performance appraisals should be used to encourage great performance and create goals to improve weak competencies.

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For many, the performance appraisal is tied in to their pay as a reward system. Tony Hope, a visiting professor at the French Business school INSEAD, spoke of rewards at the Institute of Personnel and Development's Compensation conference. He believes that we need to stop this practice as trust and commitment cannot be fostered while costcontrol imperatives dominate organizational thinking. “Just as we have seen that knowledge workers don't respond to a regime of command and control in management style, so they won't perform according to pay systems that are individually based,” says Professor Hope, “Organizations must hang on to their best people and these people are exactly those that are least impressed by internal competition within tight budgets. . . New and powerful forces that are shaping organizations mean that people management professionals are going to have to find ways of collectively rewarding effort. It will be less pay for performance and more pay for participation.” Performance appraisals are normally given at annual or semi-annual time periods. They need to provide specific feedback to the individual as to what competencies need improvement: • •

Skills — What areas do I need to train in? Knowledge — What areas do I need to learn more about?

•

Attitude — Are my inner drives coinciding with the organization's goals?

•

Rewards — What am I doing right so I can do more of it? (we all like pats on the back)

Performance Appraisals do not take the place of daily feedback mechanisms. If an individual is shocked or surprised by the evaluation that he or she has received, then you as a leader have not performed your job. An evaluation is the overall scorecard that sums up a person's performance over the rating period, while daily one-on-

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ones, meetings, and other feedback devices are the tools that leaders use to motivate their employees on to higher performance. The performance appraisal or evaluation is one of the most powerful motivational tools available to a leader. It has three main objectives: •

•

To measure performance fairly and objectively against job requirements. This allows effective workers to be rewarded for their efforts and ineffective workers to be put on the line for poor performance. To increase performance by identifying specific development goals. “If you don't know where you are going, any road will take you there” — Lewis Carrol. The appraisal allows the worker to target specific areas for job growth. In addition, it should be a time to plan for better performance on the job. To develop career goals so that the worker may keep pace with the requirements of a fast paced organization. More and more, every job in an organization becomes more demanding with new requirements. Just because a worker is performing effectively in her job today, does not mean she will be able to perform effectively tomorrow. She must be allowed to grow with the job and the organization.

A lot of people consider giving performance appraisals as being quite uncomfortable. However, it is not the judging of people that is really uncomfortable, rather it is the judging of bad performance that is uncomfortable. Thus, eliminate poor performance in the first place, and performance appraisals become a lot more pleasant to give. Now of course you are not going to eliminate poor performance completely; however, with a little bit of planning it can be greatly reduced.

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Performance has often been described as “purposeful work” — that is, a job exists to achieve specific and defined results. And what bad performers really do is perform “work activities” (busy work), rather than activities that contribute to effective performance. The first step in performance planning is to determine the results that you want the performer to achieve. After all, workers generally want to know what they need to do, how well you need them to do it, and how well they are actually doing it (feedback). In addition, a worker should not walk blindly into a performance appraisal. Past counseling sessions, feedback, and one-on-ones should give her a pretty clear understanding of what to expect from the appraisal. If you blind-side her, you have not done your job as a leader. Helping your team grow is not a once or twice yearly task, but a full-time duty. The appraisal should be a joint effort. No one knows the job better than the person performing it. By turning the appraisal into a real discussion, rather than a lecture, the leader may learn some insightful information that could help boost his or her performance in the future. Before the meeting, have the worker complete her own self-appraisal. Although you might think they will take advantage of this by giving themselves unearned high marks, studies have shown that most workers rate themselves more critically than the leader would have. Should Performance Appraisals be Scrapped? There has been some talk of completely doing away with performance appraisals as they sometimes do more harm than good. Yet performance appraisals are tools and like any other tool, they can be used correctly or incorrectly. Part of the problem might be with its name — “Performance Appraisal,” which has sort of a judgmental

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sound to it. Perhaps “Performance Planning and Review” might be a better term for it. Part-time employees at Trader Joe's are reviewed every three months, which is an unusually frequent rate of evaluation (Speizer, 2004). In addition, the part-time employees of Trader Joe's are paid higher wages, as are their full-time workers, than what you will find in the normal grocery store (an average of $16 per hour vs $12). What is interesting about all of this is that they have been bought three times, and NOT because they are losing money — they make more money per square foot of business than the average grocery store. The new leadership teams have never said that they need to pay them what the rest of the industry pays. Why? Because they see the value in their workers! Rather than giving lipservice to “employees our are most valuable asset” they actually walk-the-talk. Yet, one of the arguments for scrapping performance appraisals is that ALL workers' pay should be aligned with the labor market — they do not deserve annual pay raises as it inflates the wage and salary structure. Traditionally, roles have remained the same while goals change (Buchen, 2004). Yet, due to the rapid changes that occur on a day-to-day basis, the roles are actually changing, even though they might remained fixed on paper. Performance appraisals often fail to factor in the changing relationships between goals and roles that are often in a high state of metamorphosis. That is, our attention remains fixed on steadfast goals, while ignoring ever-changing roles. This type of thinking shows up in a lot of industries as they view their workers' jobs as set roles, even though the world is rapidly changing. For example, the 2004 grocery strike in California forced many shoppers to look at alternatives, thus they started shopping at Traders Joe's (who were not 60

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part of the strike). And many of these shoppers never went back to their regular stores (who see their employees playing traditional roles) because they enjoy the experience they have at Trader Joe's. Yet Trader Joe's was not always like this â&#x20AC;&#x201D; it started out more like a Seven-Eleven, but because of the competition it went in search of its present niche and recognized along the way that its employee's roles also needed to change. So even though they still deal in the same commodity as the larger grocery stores â&#x20AC;&#x201D; food â&#x20AC;&#x201D; they not only changed the way they bought food (goal), but also in they way they deliver that food to the customer (role). Thus, the real argument is not really about scrapping Performance Appraisals, but rather ensuring that once goals are set, that all roles are properly accounted for so that the target can indeed be met.

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15. Behavioral Theories of Motivation Explain behavioral theories of work force motivation and relevant issues. Discuss their implications for policies and practices in any organization your are familiar with. Ans : Every reward or element or compensation / remuneration has a behavioral objective and seek to fulfill a need (physiological or psychological) and achieve a goal. Luthans argues that â&#x20AC;&#x2DC;motivation is a process that starts with a psychological or psychological deficiency or need that activates a behavior or a drive that is aimed at a goal. Reward systems are aimed at compensating people for their skill, effort, responsibility and working conditions and motivating them for higher performance. Behavioral science theories are classified into three categories, content, process, and contemporary theories. A. CONTENT THEORIES The content theories look at what motivates people at work. Maslow, Hergberg and Alderfer contributed significantly to content theories. These are very briefly outlined here: HIERARCHY OF NEEDS : Abraham Maslow proposed a hierchay of five needs: Physiological (food, shelter, clothing which wages can buy), Safety (emotional and physical safety- health insurance, pension), Love (affection and affiliation â&#x20AC;&#x201C; belongingness, social), Esteem (power, achievement status, etc.), and Self-actualization (personal

How To Motivate Your Self

growth, realization of potential). Individuals may seek fulfillment of higher order needs before their lower order needs are fulfilled. Mashlow suggests that a satisfied need is not a motivator. The exception, however, is the selfactualization need whose gratification increases in growthmotivated individuals. TWO FACTOR THEORIES OF MOTIVATION : Two factor theory of motivation by Friedrich Hergberg classifies reward into two categories : intrinsic and extrinsic. These are also called motivators (satisfiers) and hygiene factors (dissatisfiers). Intrinsic rewards are motivators and satisfiers related to job content. They include achievement, recognition, work itself, responsibility, job enrichment and job enlargement. Extrinsic rewards are hygiene factors and job satisfiers. These include company policies and administration, supervision, salary, interpersonal relations, working conditions; Hergberg’s theory oversimplifies the complexity of motivation. Pay can be satisfying if it is very low, but it can also be satisfying: A poster executive’s cabin reads thus : I like the pay, not the job! ERG THEORY: Clayton Alderfer formulated his theory based on three groups of needs: Existence (survival or physical well-being), Relatedness (interpersonal) and Growth (personal development) (ERG) theory. These needs are a continuum , not necessarily in the same order, rather a hierarchical or compartmentalized categories. Based on a person’s background and cultural environment, one set of needs may precede over others. The works of Maslow, Hergberg and Alderfer are referred to as content theories. They are useful, but have limited implications for policy and practice. Hergberg’s theory, however, provides insights for job design.

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B. PROCESS THEORIES : Process theories look at the cognitive antecedents that go into motivation or effort, particularly the way they relate to one another. We examine very briefly the work of Vroom (on valence and expectancy) and Porter & Lawer (performance-satisfaction linkage). EXPECTANCY THEORY : Victor Vroom proposed expectancy theory based on the concepts of valence, expectancy and instrumentality. Valence refers to an individualâ&#x20AC;&#x2122;s preference for a particular outcome. For instance, most older workers might value retrial benefits against fewer if any, younger workers in todayâ&#x20AC;&#x2122;s knowledge industry, Younger, single(unmarried) workers with fewer family obligations have less or no need for benefits like childrenâ&#x20AC;&#x2122;s education, health benefits, leave travel concession, etc. than older, married people with one or more children. A related phenomenon is salience which refers to whether the outcome (in case it could be reward or compensation) is considered significant or not. For instance, if management offers something as an incentive to its employees, it may not produce the desired behavior or impact if the latter consider it as insignificant or devoid of worth commensurate with the effort required. Instrumentality could mean that an individual would be motivated to give superior performance (first-level outcome) in anticipation (expectation) of promotion (second-level outcome). Expectancies are mental and cognitive. Although the concept of expectancy seems to be the same as that of

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instrumentality, expectancy relates efforts to first-level outcomes while instrumentality relates to first level and second level outcomes. In other words, expectancy is the degree of probability that a particular action or effort will lead to particular first level outcomes, instrumentality refers to the degree of probability that first-level outcome will lead to a desired second-level outcome. Put simply, Motivation is the function or valence and expectancy. Vroomâ&#x20AC;&#x2122;s concept can be interpreted thus: individual gives company what it values, superior performance and expects, in return promotion. Promotion is the instrumentality that management uses to obtain superior performance. Vroom provides insights into the conceptual determinants of motivation. Though he does not offer specific suggestion on what motivates, and his theory is based on the assumption that people are rational and logically calculating, real life situation may not be so idealistic. But then, it could well be seen that the companies where the promotions are not based on superior performance, promotion policy and its administration could well become the demotivating factors. C. EQUITY AND ATTRIBUTION THEORIES EQUITY : J Stacy Adams, who proposed equity theory, argues that a major input into job performance and satisfaction is the degree of equity (or inequity) that people perceive in their work situation. Equity occurs when a person perceives that the ratio of his or her outcomes to inputs and the ratio of a relevant otherâ&#x20AC;&#x2122;s outcomes to inputs are unequal. People feel unhappy not only when they receive less than what they consider they deserve, but also when they receive more than what they consider they deserve. When an employee receives more than what he/she considers I

How to Motivate Your Self

fair, they begin to wonder whether others too are receiving more than what they deserve. If it is indeed the case the next question that comes to their mind is compared to what they are getting, whether the others are receiving much more than what they deserve. Adams proposal can be represented as follows: Person’s outcomes < Other’s outcomes Person’s inputs

Other’s inputs

Person’s outcome > Other’s outcomes Person’s inputs

Other’s inputs

Equity occurs when Person’s outcome = Other’s outcomes Person’s inputs

Other’s inputs

Related issues : Equity can be internal or external. Internal equity refers to the pay differential between and among the various skills and levels of responsibility. For instance, a skilled worker could get more than the unskilled worker. Whether a blue collar worker should get more or less than the white collar depends not only in relative skill differentials and difficulties in working conditions, etc, but but also on the demand and supply of those skills and the dominant occupational preferences of the people in the society. When in one engineering fabrication industry gas cutters (welders) were getting less than grass cutters (gardeners) it was perceived by the technical staff that it was a glaring instance of internal equity because in that industry welding is considered to be a highly rated technical trade and should command higher wage rate. Internal equity is established through job evaluation. Pay

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satisfaction surveys also provide insights into it. Job evaluation can be done not only for manual jobs, but also or managerial jobs. Collective bargaining pressures have, however, substantially eroded the pay differentials based on skill differentials. In many industries, dearness allowance and other employee benefits constitutes the bulk of the pay packet and basic pay; which is supposed to be based on job evaluation constitutes only a small portion of the total pay packet. External equity refers to concerns how wage / pay levels for similar skill levels in one firm compare with those in other firms in similar or same industry and location/region. For instance, if welders in one firm get the same as welders in other firms in the industry/region there is perceived external equity. External equity is assessed usually through pay surveys and pay satisfaction surveys. Companies which pays significantly less than the market rates, would find it difficult to attract, retain and motive people to perform better. Therefore, it is possible that low wage rates may not always be associated with low wage costs. Non-discrimination should be an important consideration in pay politics. International Labour Organisation (ILO) convention No-100 concerns equal remuneration for work of equal value. For similar skill, effort, responsibility and working conditions pay should be similar. It is difficult to translate this principle into action because in reality pay differentials are based not only on these four factors but also on the demand for and supply of labour with relevant skills, the relative power of the trade union in collective bargaining which varies widely across sectors/ industries and egions, the capacity to pay of the firm/industry and the employer policies concerning pay on whether to lead or lag the average pay trends in the industry/ location.

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Alfred Marshal’s iron laws of wages suggest that the relative power of unions is dependent on four factors : 1. the substitutability of the inputs of labour 2. the substitutability of the output of labour, 3. the proportionate cost of labour 4. the cumulative impact of the preceding three factors. As a result, for instance, the textiles workers power to obtain higher wages could be less than that of say, airline pilots. In India the principle equal remuneration is upheld, partly though Equal Remuneration Act, 1976. The legislation is aimed at ending discrimination in remuneration based on sex. It does not, however, speak about equal remuneration for work of equal work. The legislation affords protection against discrimination for women workers who are covered by definition of ‘workman’ under the Industrial Disputes Act, 1947. Numerous judgments by courts limited the application of the concept of non-discrimination only to men and women doing similar work with similar qualifications in the same organization. ATTRIBUTION : Fritz Heider and Lewin and Festinger contributed significantly to attribution theories. It assumes that people are logical and rational in their behavior and that both internal and external forces combine additively to determince behavior. People will behave differently if they realizes that their outcomes are controlled more internally than externally. This theory has great potential for understanding organizational behaviour and provides deep insights on goal setting, leadership behavior and diagnosing causal factors of employee performance.

How To Motivate Your Self

LIVE HAPPY AND ENJOYABLE LIFE

How to Motivate Your Self

ABOUT THE AUTHOR My Name is Vishal tatwavedi and have 12 year experience in IT field and I write this book for only give best to students and readers. Here is some text about me I developed CD Catalogues (Catalogues For Handicrafts & Jewellery Firms) Animations : IT Tutor, MIS Tutor, 4GL IT Tutor, Many Softwares Demo, yellow page, Animation Projects for Kids, Women, Handicraft, Currently working on Travel web site & Digital Magazine in Hindi. Recently I publish many books on travel and personality development. Recently I Published many travel books written on Indian Tourism so take a look to it India In my view is my special book on Indian travel. If you want to contact with me please mail me at vtatwavedi@gmail.com