In the previous blog post we reviewed the first six statements of my motivation survey.
Now let’s review the remaining statements one at a time and see what we can learn about motivation.
- Time goes faster for me when I am busy, and I tend to get turned on by a sense of achievement or recognition for achievement.
Isn’t it interesting how some days seem to just fly by? All of a sudden we may realize it’s time to go home – and boy, doesn’t it feel good to have accomplished all that we did!
- I would prefer to have 10% more income even if to receive it I had to work on a different job where the work was of no apparent value or importance.
Think about this. Most people recognize that there’s no way they’d be willing to push against a brick wall fifty-five minutes per hour for eight hours a day, day after day! There’d be no way to gain a sense of achievement and worthiness.
- When I make a mistake, it helps me become more motivated and effective if people point out how stupid or ineffective I am – particularly in front of others.
There’s a long-standing recommendation about praising in public and criticizing in private. We’ve never run across anyone who revels in being publicly criticized or demeaned.
Also, it’s been suggested that corrective advice be phrased along the lines of looking forward to opportunity rather than backward to blame.
For example, “You’re still messing up on four percent of these” doesn’t help me maintain or enhance my sense of self-worth. “Is there some way we could achieve a higher success rate than 96%?” presents a challenge without making me feel inadequate.
- If I ask my subordinates for their ideas or advice, they most certainly will think I am weak and as a consequence respect me less as a manager.
Most people admit that this can be answered “No”. First, no supervisor is expected to know everything – and shouldn’t pretend he or she does.
Second, almost all subordinates can contribute useful insights and suggestions when they are asked – and they enjoy being respected as worthy participants in decision-making processes. And, as a friend once pointed out, “You can’t have an inspired set of associates if you ask them to check their brains at the door!”
Now, let’s explore item number eleven. It wasn’t included as part of the original survey, but in a sense, it may be the most important part of this exercise.
Can you guess the final question that ties this whole process into a powerful experience?
Let’s pause again until my next blog post for the final post in this four-part series on motivation.
This pause will allow you time to think about these last questions and how they can help you develop a great TEAM.