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Employee Engagement–What’s Love Got To Do With It?
In a recent post for the Harvard Business Review blog, editor Gretchen Gavett reported the latest Gallup research on employee engagement. In the article, Ten Charts That Show We’ve All Got a Case of the Mondays, we learn—again—that the majority of the U.S. workforce is woefully disengaged and has been for many years. We read—again—that disengagement is associated with anxiety, stress, pain, low creativity, and future turnover. Think about that…anxiety, stress, and pain. Wow.
These facts should sound really familiar to us. They probably feel familiar, too—unfortunately. The purpose of such articles—and this blog—should be to stimulate our determination to improve the situation. But how?
The thing about engagement is that you can’t go at it directly. You have to work on the many conditions—some of which we used to call working conditions—that contribute to employees feeling stressed, fearful, and disinterested in the work. And Blanchard’s research into Employee Work Passion and Optimal Motivation can be really useful to you here.
But, more than discussing the 12 factors that you can improve to help employees feel genuinely passionate about the work and the company, I want to encourage you to contemplate where your heart is. And for that exploration, I’d like to ask you to contemplate these three questions—and read one book:
- What do you want from your employees? List the top ten things you want—or maybe even expect from them.
- What do you want for them? In your heart of hearts, what do you want them to experience at work? What kind of experience do you want them going home to their loved ones having had all day long?
- What differences are there in the tone of the two lists?
I have run this simple experiment dozens of times throughout the world. The lists are always the same. And there is always a difference in the tone and “vibe” of the two lists.
The key idea here is this: If leaders don’t make the shift from fixating on demanding more and more and more from employees without regard for their well-being, no one will ever get out of the disengagement vortex they are in. We will just read another article about it next year.
What is needed more than anything is the soft stuff. More warmth, more emphasis on the deep meaning of one’s work, more discussion about values linkages, more love. Yep. More love.
If that last point strikes you as a little crazy, check out Tim Sanders’ Love is the Killer App. It’s a wonderful read…and perhaps the best gift I can give you today.
This heart shift is a vital part of the strategy to improving the motivation and engagement of your employees. If you want them to shift their energy and be more engaged, shift your heart and love them more. Then, pour that love into improving the environment they work in. Our research shows that they will notice, and they will naturally turn that noticing into improved engagement. Funny how that love thing works…
About the author:
The Motivation Guy (also known as Dr. David Facer) is one of the principal authors—together with Susan Fowler and Drea Zigarmi—of The Ken Blanchard Companies’ new Optimal Motivation process and workshop.
The High Price of Perceived Unfairness—a mini case study
Alexa has been with a global telecommunications company for 15 years, most recently as an upper mid-level leader in the company’s consumer products division.
Alexa took her current post in 2010. That year she led her group to earn Best Retail Operation for the region, going from worst-to-first in a single year. Along with a public award, Alexa received a “Far Exceeds” rating on her annual performance appraisal.
Unfortunately, at the time of her next review, Alexa’s group was slightly below its Key Performance Indicators (KPI) targets and so her boss rated her performance as only “Meets Expectations.” It turned out to be a case of poor timing as the group rebounded and by year’s end had once again won Best Retail Operation.
An important and tangible difference
For Alexa, the difference between “Meets Expectations” and “Far Exceeds” was important—and tangible. In her company, a rating of Far Exceeds meant the employee had a greater chance of a promotion in the next 12 months, a greater opportunity to participate in juicy cross-functional projects that C-level executives track, and a larger base salary and bonus package for the coming year.
Alexa’s boss apologized for the 2011 rating and said he would make it up to her in the 2013 review. Unfortunately, the damage was done; Alexa interpreted her boss’s decision as unfair given her history of taking a last place group to first place in less than a year, and then repeating that high performance. Her boss said nothing could be done.
The impact of that interpretation was that Alexa went from being highly interested and innovative in her role to being more or less disinterested—just going through the motions. She said, “You rate me as Meets Expectations, and I will meet expectations. Nothing more.”
Leading with Optimal Motivation
When talked with about this, Alexa was immovable, so deep was the sense of betrayal. In considering ways to help her, a purely rational, left brain, traditional business analysis of this situation would have us evoking some version of the Nike slogan—Just Do It. In other words, “Alexa, change your attitude, accept your boss’s apology, and get back to it.”
But, that’s probably a fantasy at this point. Alexa now perceives the performance management system as unfair, so she feels hurt by it and wary of it.
Our Optimal Motivation process suggests a different approach. Instead of suggesting that she just get over it, we would recommend that Alexa’s leader’s work would be to address how Alexa feels, and to help her reconnect with her passion for delighting customers, her passion for making the workplace amazing for her employees, and the important financial and competitive contribution her group makes to the welfare of the entire organization. Her manager, then, would be engaging with Alexa in a series of Motivational Outlook Conversations.
What Would You Do?
That’s our approach (and we would be happy to talk with you more about that) but for now, let’s make this interactive.
- What would you do to help Alexa return to the proverbial sunny side of the street?
- How would you engage her manager?
- What changes do you think her manager would want to make so that she or he is successful with Alexa?
Use the comments feature. It would be great to hear your thoughts and how you would address this situation.
About the author:
The Motivation Guy (also known as Dr. David Facer) is one of the principal authors—together with Susan Fowler and Drea Zigarmi—of The Ken Blanchard Companies’ new Optimal Motivation process and workshop.
The High Price of Money (a five-question happiness quiz)
Consider these five statements. True or False?
- Money cannot buy you happiness.
- Money may not buy happiness, but it will buy things that make you happy.
- The more money you have, the happier you are.
- Seeking wealth, status, or image undermines interpersonal relationships and connectedness to others.
- Pursuing money or other materialistic values results in feeling pressured and controlled.
Did you answer True to #1? Most of us have held a programmed value since childhood that money doesn’t buy us happiness. If it did, we reason, we wouldn’t see rich people with substance abuse issues, struggling with their weight, or defending themselves in court against character or behavior accusations.
Ironically, I find that people also answer True to statements #2 and #3. Despite believing that money cannot buy happiness, they believe that money can buy things that make us happy and that the more we have, the better off we are. But that isn’t logical. If money doesn’t buy you happiness, how can having more money buy you happiness?
Research supports the notion that money and happiness are related, but not in the way you might think. If it were true that money buys the things that make us happy and that the more we have the happier we are, then we would expect happiness scales to increase when per capita wealth increases. But that isn’t the case in the United States or any other country in the world. Pursuing and achieving material wealth may increase short-term mood, but it does not increase one’s sustainable happiness.* Both statements #2 and #3 are False.
Not only does money not buy happiness or the things that make you happy, but the more that materialistic values are at the center of your life, the more the quality of your life is diminished. This lower quality of life is reflected in a variety of measures including low energy, anxiety, substance abuse, negative emotion, depression, and likelihood to engage in high-risk behaviors.
The Problem with More
Interestingly, when individuals are asked what level of wealth they need to be happy, both the poor and the rich respond with relative amounts of “more.” No matter how much you have, you always want more—more money, belongings, toys, status, power, or image. But here’s the thing: No amount of riches will buy security, safety, trust, friendship, loyalty, a longer life, or peace of mind. Moreover, thinking you can buy these things destroys any real chance of experiencing them.
Therein lies the problem. We’ve been programmed to believe that our well-being depends on the quantity of what we have. There is a current TV commercial where a little girl tries to explain why more is always better—which is the message the advertiser is trying to convey because that’s what they are offering you—more. The irony is that the little girl simply cannot explain why more is better. It really is funny. But it disproves the very point the advertiser is hoping to make. More is not always better—it is simply a belief that most of us have yet to challenge.
Quality Over Quantity
What if we were to turn the table and focus on quality over quantity? Consider your answer to statement #4. Did you answer it True? One of our most basic and crucial human needs is for relatedness with others. This longing for connectedness is obvious in the explosion of social media and online dating services. The lack of relatedness is detrimental to everything including the quality of our physical and mental health. Research indicates that relatedness is thwarted by the pursuit of materialism.* Yet we rarely link materialistic values and goals to the undermining of interpersonal relationships that influence the quality of our life.
Statement #5 is also True. If you follow any of the popular culture regarding the effects of extrinsic motivation, or what we call suboptimal Motivational Outlooks, you understand the negative impact that feeling pressure or control has on creativity, discretionary effort, and sustained high productivity and performance. And yet, organizations are hesitant to generate alternatives to pay-for-performance schemes and incentivizing behavior, despite the proof that those systems based on materialistic values generate the pressure and control that undermine the quality of our work experience—and our results.
Our Values Shape Us
And here is a great sadness. When you operate from materialistic values, it not only undermines your well-being, it also negatively affects the health and well-being of others. When our focus is on material pursuits, we become less compassionate and empathetic. Our values shape the way we work, play, live, and make decisions. And those decisions impact the world around us.*
Each of us has an amazing opportunity with the understanding gained through recent research and the evolution of human spirit. We can shift our focus from the value of materialism to the more empowering values of acceptance, compassion, emotional intimacy, caring for the welfare of others, and contributing to the world around us. Not only will this shift in focus improve the quality of our own lives, it will also create a ripple effect that ultimately will improve the quality of life for others. For the reality is that the most important things in life cannot be bought. Indeed, they are priceless.
* For supporting research and more information on this topic, I highly recommend the following resources:
- The High Price of Materialism by Tim Kasser
- The Handbook of Self-Determination Theory Research by Deci and Ryan
- The Price of Inequality by Joseph E. Stiglitz
- Website: www.selfdeterminationtheory.org
About the author:
Susan Fowler is one of the principal authors—together with David Facer and Drea Zigarmi—of The Ken Blanchard Companies’ new Optimal Motivation process and workshop. Their posts appear on the first and third Monday of each month.
Optimal Motivation in the Wee Hours
My team and I have been working on a new motivation program that shows leaders how to foster an environment in which employees experience high quality, or optimal, motivation—as opposed to suboptimal motivation based on stress, relentless pressure, aggressive competition, harsh deadlines, and fear.
The program explains the link between three basic psychological needs for autonomy, relatedness, and competence and what we call Motivational Outlooks—the actual motivational experience someone develops around a particular task, goal, or situation. And it teaches people how to shift from suboptimal motivation to optimal motivation anytime they want.
And that’s what I need right now.
As I write this, it is the end of a very long Sunday—a day, some say, for rest. But I worked fifteen hours today after working six yesterday. It is now 12:53 a.m. on Monday morning. I have hardly eaten. I missed phone calls from my dad and from my friends Emily, Alison, and Anthony. I have a meeting 90 miles from home tomorrow morning at 9:00 a.m., which means being up at 5:30. I am exhausted.
Low Quality Motivation
The aggravation I feel is akin to one of the six Motivational Outlooks—the Imposed Motivational Outlook. It is a feeling of resentment that the deadline is so tight, that I feel as if we are in a fire drill, and that it is seen as unreasonable to ask for a weekend free of work and have that reasonable request honored. The Imposed Motivational Outlook tonight comes with a sound track. It plays Noooobody knoooows the troubles I’ve seen…
High Quality Motivation
But, I also feel exhilaration knowing this program is onto something big and important. We are not only tapping a vein—we are shaping the conversation about how motivation in the workplace could be experienced and how the conversation among leaders in HR and business ought to operationalize motivation in everyday programs, systems, and conversations. This is the Integrated Motivational Outlook because all of this vast work is linked to my deepest values and sense that we are making a real difference.
I’m thinking about how my sense of relatedness has been both undermined and supported today. I have felt pressured to get this work done, but I also have felt free to do it using my personal flair and creativity. My sense of competence is soaring because something that used to seem daunting now just seems like any other big project that takes a lot of time, focus, and skill—a project that pretty much anyone could master given the right skill, mindset—or Motivational Outlook—and environment.
Now at nearly 1:00 a.m., writing, expressing, and sharing requires a great deal of self-regulation—to remain focused, to remain sanguine, and to remain awake!
Shift if You Want To
Through it all, I have an incredible tool to help me monitor and manage my Motivational Outlook—and shift it if I want to. Which experience will win this very late night? With what perspective will I color this very long day? Will it be aggravation and exhaustion, or exhilaration from the knowledge that I, as well as the program, have taken strides today toward a higher level of performance and contribution? Will I choose Imposed or Integrated around the time requirements, values, and purpose of this work?
With the last flickers of my synapses, with the final shallow breaths of my groggy self, with the last blinks of my bloodshot and bleary eyes, on the roller coaster of well-being, I choose Integrated and I think to myself, “Physician—heal thyself!”
About the author:
The Motivation Guy (also known as Dr. David Facer) is one of the principal authors—together with Susan Fowler and Drea Zigarmi—of The Ken Blanchard Companies’ new Optimal Motivation process and workshop.
Do Incentives Make You Fat?
You receive an invitation from your HR department to win a mini-iPad if you lose weight. You think: What do I have to lose except some weight? What do I have to gain except health and a mini-iPad?
You may need to think again.
It seems that using these enticing incentives to motivate yourself results in a suboptimal motivational outlook that ultimately leaves you without the energy to follow through on your weight loss plans—especially if you are a man.
We now have significant proof that financial motivation does not sustain changes in personal health behaviors—and, in fact, may undermine them over time. What’s more, financial motivation negatively affects men’s efforts over time more than women’s. Rewards may help you initiate new and healthy behaviors, but they fail miserably in helping you maintain your progress. Shortly after the incentive is gone, you revert back to your old ways.*
So why do over 70 percent of wellness programs in the U.S. use financial incentives to encourage healthy behavior changes? Here are three potential reasons:
- If you are not pressured into losing weight, but invited to participate in a weight-loss program that offers small financial incentives, there is a likelihood you will lose weight—at least initially. But studies reporting weight loss success were conducted only during the period of the contest. They didn’t track maintenance. But recent studies show that just twelve weeks after the program’s incentives end, most or all of the weight is regained.
- Financial incentives are easy (if expensive).
- We haven’t understood until recently the true nature of motivation or how to effectively use the latest science of motivation to help people shift to an optimal motivational outlook that sustains effort and results over time.
It turns out that rewards and incentives are the fast-food of motivation—they give you a kick and then send your energy plummeting. To initiate and maintain a healthy lifestyle, you need the equivalent of motivational health food. Satisfying your basic psychological needs for A-R-C (Autonomy, Relatedness, and Competence) is more likely to help you achieve your goals and feel good enough about the results to maintain them.
Great! But how do you shift from a suboptimal motivational outlook—and the ease and enticement of motivational fast food—to an optimal motivational outlook where you flourish by satisfying your healthy psychological needs? Part of the answer lies in learning the skill of Optimal Motivation. Here are three ways to start:
- Notice when you use phrases with the words have to in them: I have to lose weight. I have to eat healthy. I have to have a salad instead of fries. I have to is a subtle but significant sign that you are feeling a loss of freedom. Your need for choice—your perception of Autonomy—is being undermined. When you have to do what the diet demands, the thing you crave is autonomy. Ironically, the way you exercise your autonomy is by eating the fast food you had restricted yourself from eating. The act of banning the bad stuff makes you want it even more!
- Realize that you love yourself and your health more than you love the fast food. This is the power of Relatedness. In this case, you can consider fast food either literally or symbolically (winning the mini-iPad).
- Recognize the sense of positive well-being that comes each time you make a choice to do the best thing for your health. This positive feeling comes from your mastery over the situation—experiencing your Competence.
So the next time you are invited to join a program, lose weight, and win a mini-iPad, go ahead and take up the offer—but don’t do it for the iPad. Instead, do it for deeper values and the sake of satisfying your Autonomy, Relatedness, and Competence. The iPad is no longer the carrot, but simply a symbol of your flourishing.
What do you have to lose? Weight. What do you have to gain? Health and a positive sense of well-being. Oh, and that mini-iPad!
References
* Moller, McFadden, Hedeker, and Spring, “Financial Motivation Undermines Maintenance in an Intensive Diet and Activity Intervention,” Journal of Obesity, Volume 2012, Article ID 740519.
Deci and Ryan, “The ‘What’ and ‘Why’ of Goal Pursuits: Human needs and the self-determination of behavior,” Psychological Inquiry (2000) Vol. 11, No. 4, pp 227-268.
About the author:
Susan Fowler is one of the principal authors—together with David Facer and Drea Zigarmi—of The Ken Blanchard Companies’ new Optimal Motivation process and workshop. Their posts appear on the first and third Monday of each month.
Leading for Optimal Motivation
Research in the fields of social, positive, and industrial/organizational psychology has repeatedly found that employees thrive best in work environments that allow them to think for themselves, and to construct and implement decisions for one course of action or another based on their own thinking and volition. The research is also clear that we suffer when we feel overly constrained, controlled, or coerced in our effort to produce high quality and high volumes of work.
The Power of Autonomy
In complementary terms used in the Optimal Motivation program, when we experience high quality autonomy at work (as well as relatedness and competence), we are more likely to be more creative, more positively energetic (as opposed to relying on stress energy) and more easily focused on accomplishing any task or goal, no matter how short-term, tactical, and mundane—or long-term, strategic, and magnificent. While leaders repeatedly report they want such creativity and focus from employees, employees repeatedly report how difficult leaders often make it for employees to feel those things.
For example, during a recent keynote presentation, several frustrated participants offered detailed examples of policies, procedures, and both overt and tacit cultural rules that make it difficult for them to feel free, creative, and positively energetic as persistently as the work demands. Nonetheless, a traditional leader response to such frustration is to tell the employees to stop complaining and adjust in some way so they feel less frustrated. Of course, by all means let’s all learn how to source our own sense of autonomy no matter what we are faced with. As if on cue in that conversation, one participant made precisely that a point by citing Viktor Frankl’s experience in a concentration camp as evidence of the kind of transcendence that is possible even in the most extreme environments. It’s a story to live by, to be sure.
Leaders Stepping Up
But, I think we also should be talking about the extent to which managers and executives actively step up to the challenges of changing policies and procedures—and organizational systems—that foment such frustration. Too many executives take a “deal with it” stance, rather than a stance of “let’s look into how we can modify or change this so you don’t have to spend so much mental and emotional energy coping with it like that anymore.”
Willing executives could see such a response as adding moral substance to their leadership, since it would shift from focusing only on what the executives want from employees (to just deal with it and get on with the work) to focusing more on what they want for their employees (a work environment that makes it easy for employees to autonomously commit themselves to meaningful, high quality, and high volume work.)
Leader, Would You Like to Shift?
Blanchard research shows that employees generally respond positively to this leadership upgrade with greater intentions to work at above average levels, to endorse the organization, and to stay with the organization longer. So, with such employee and organizational advantages, managers and executives, what have you got to lose?
About the author:
The Motivation Guy (also known as Dr. David Facer) is one of the principal authors—together with Susan Fowler and Drea Zigarmi—of The Ken Blanchard Companies’ new Optimal Motivation process and workshop. Their posts appear on the first and third Monday of each month.
A Mini Case Study on Motivation
Can you determine at least three important take-aways in this story from a plant manager in India who recently learned the skill of conducting Motivational Outlook Conversations?
On his first day back after his training, the plant manager noticed a Technical Service Executive in the lab having a discussion with an external contractor. While she was wearing safety glasses, the contractor was not. The manager has a no tolerance policy as far as safety is concerned and his normal response would be to call the technician to his office and in his words, “read her the riot act.”
According to the manager’s self-assessment: “I am known to blow a fuse (or two) when safety rules are flouted, however, I managed to keep my cool and decided to test my training.”
He asked the technician to his office and could see that she was worried about his reaction. But instead of leading with his dismay and disappointment, he started by explaining that he had just received some training on motivation. He shared key concepts with her. He then asked her if she thought that the rule to wear safety glasses, even when there was no experiment on, was “stupid” as there is no danger to the eyes. Did she feel imposed upon to wear safety glasses as she had no choice?
Since the technician was invited to have a discussion rather than “dressing down,” she was open and candid. She explained that she had a two-year old child and she was extremely concerned about lab safety as she wanted to reach home safe every evening. To the manager’s great surprise, she also shared that in certain areas, she would prefer even more, not less, stringent safety measures. For example, she suggested that safety shoes should be required for lab experiments that are conducted at elevated temperatures.
But when it came to wearing safety glasses when no experiments were being conducted, she just could not understand the rationale and did, indeed, resent the imposed rule. As a result, she didn’t feel compelled to enforce it, especially with an external contractor. The manager said he understood her feelings and went on to provide the rationale that the intention was that wearing glasses would become a force of habit, just like wearing a safety belt in the car.
The manager said he saw the light dawn in her eyes.
When it comes to your leadership and the motivation of those you lead, consider:
1. Self-regulation is a requirement if you want to lead differently—and better. Challenging your natural tendencies and patterns of behavior provides you with more options on how to lead. The new choices you make can be rewarding and productive for you, but especially for those you lead. As the plant manager reported: “I am sure if I had just followed my normal instincts and given her a piece of my mind, I would have been met with a hangdog look, profuse apologies, and a promise not to ever do this again. And it probably would have happened again. She would have gone away from my office with feelings of resentment and being imposed upon and I would also have had a disturbed day due to all the negative energy.”
2. Admit when you are trying something new. Be honest about expanding your leadership skills. People will appreciate your sincere and authentic efforts. Says the plant manager: “Suffice it to say that in my view, my little experiment was a success. I have since shared what I learned with many of my team members and plan to have more Motivational Outlook Conversations with them in the coming weeks.”
3. Remember that as a manager you cannot motivate anyone. What you can do is create an environment where an individual is more likely to be optimally motivated. Ask (and genuinely care about) how a person is feeling, help them recognize their own sense of well-being regarding a particular issue, and provide them with rationale without trying to “sell” it.
Other take-aways? Please share!
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About the author:
Susan Fowler is one of the principal authors—together with David Facer and Drea Zigarmi—of The Ken Blanchard Companies’ new Optimal Motivation process and workshop. Their posts appear on the first and third Monday of each month.
Employee Motivation–why it matters
A client asked me yesterday, “Why are you so interested in writing about optimal and suboptimal motivation? All managers care about is productivity, accountability, and results—isn’t it like pushing water uphill with a toothpick,” he asked.
Beyond absolutely loving that visual, the question really caught me. How often to do you hear someone ask you why you do what you do?
My “whys” are straightforward.
First, I think all employees, from today’s new hires to the most seasoned top execs, long for a more fulfilling work experience than they have. Most can’t, or won’t, say it like that—not in such blatant terms. But their words, body language, mental and physical exhaustion, dry business approach, and chronic complaints about other people (seldom about themselves, of course) offer some evidence of this assertion.
Second, the need is widespread. I have never had less than one individual from a consulting, coaching, or training program in any organization come up and tell me during or afterwards, “You need to get my boss to learn this stuff.” They explain that the motivational culture they currently work in consists mostly of pressure and demands for ever greater accountability.
My third reason is the most potent of them all. It helps make the entire world a better place. In essence, this is optimal motivation as moral agent. Huh? Moral agent? Well, I believe people long to do good work. They long to be part of organizational cultures that are psychologically healthy, intellectually vibrant, and purposefully productive. Motivation research shows we thrive with such vitality and well-being. And don’t you think employees also have a right to it, too?
In the end, my biggest why is that enriching the work environment by teaching others how to leverage the most up-to-date science of motivation in practical ways is the morally right thing to do. It’s one small action that offers the fresh possibility of making life more fulfilling for everyone.
When asked how well the traditional mantras of, “Results, results, results!” and, “People need to be held accountable,” helps them thrive at work, most employees report, “They don’t—not really.” We have enough old approaches like that. Instead, what we need now is actionable individual, interpersonal, and systems-focused tools that help all employees—individual contributors and management alike—to rejuvenate their stale and pressure-filled work environments. We need psychologically healthy ways to bring employees alive, and to make work—and our entire lives—better.
About the author:
The Motivation Guy (also known as Dr. David Facer) is one of the principal authors—together with Susan Fowler and Drea Zigarmi—of The Ken Blanchard Companies’ new Optimal Motivation process and workshop. Their posts appear on the first and third Monday of each month.
Is Discipline Overrated?
Over 30 years ago I watched a TV news documentary about the animals we eat–how we treat cows, pigs, chickens, fish. By the time the 15-minute broadcast was completed I knew I would never eat meat again. And indeed, to this day, I have not eaten any meat or fish–or foods flavored with them.
I often hear, “You are so disciplined.” My response is: “Not at all. Despite loving meat and fish, I have never waivered.” Don’t get me wrong–in the beginning I risked my health because I hadn’t learned how to compensate for a meatless diet. And there were times when the lack of vegetarian options frustrated me (and still do). But being a vegetarian has never come into question. Still, with so many people asking me how I made the dramatic transition, even I wondered, “Why has this been so easy?”
All these years later I think I have an answer, if not the answer. I truly believe this answer will help you and me to embrace any significant change or adapt an important new behavior.
The answer begins by not focusing on discipline! The nature of discipline is to make yourself do something you don’t want to do. The implication of discipline is that you feel imposed, forced, or obligated to do something and must dig deep to train or control yourself into action. The need for discipline puts you at a suboptimal starting point. I think there is a better way: The skill of Optimal Motivation.
Activating Optimal Motivation shifts your focus from what you don’t want to do, to what you want to do. Three elements of Optimal Motivation include:
- Recalling your developed values and sense of (work or life) purpose
- Recognizing how the change or new behavior satisfies your basic psychological needs for autonomy, relatedness, and competence
- Reflecting on your sense of positive well-being that comes from changing or adapting a new behavior.
I didn’t realize it 30 years ago, but I had naively used the skill of Optimal Motivation by tapping into my values and purpose for being a catalyst for good, satisfying my psychological needs by making a choice that deepened my relationship with all living things, and instead of focusing on what I was giving up, experiencing how good it felt to do what I was doing. The only thing that could have derailed my successful change effort was my lack of competence. But learning about nutrition became a priority so I could continue with those positive feelings. No discipline required.
So my question to you is this: If you have Optimal Motivation, do you need discipline? Or is discipline a signal that you are embarking from the wrong starting point? Maybe discipline is simply what others say you have when you act based on your values, purpose, and basic psychological needs of autonomy, relatedness, and competence.
About the author:
Susan Fowler is one of the principal authors—together with David Facer and Drea Zigarmi—of The Ken Blanchard Companies’ new Optimal Motivation process and workshop. Their posts appear on the first and third Monday of each month.
A Glimmer of Hope: When Leaders Get It Right
I just arrived back from beautiful Fujairah—one of the northernmost emirates in the UAE—where we held the final module of six in a 15-month leadership development curriculum for a global technology company.
The total program included modules around personality, values, organization vision and alignment, leadership style, high performing teams, change management, and motivation—the gamut.
This final module consisted of five one-hour-long group presentations about various aspects of their learning journey and its impact on people, process, and results. We asked about personal insights, how they applied their learning to real work, and what the human and economic impacts were of such application. And finally, in terms of their development, we asked them what they wanted to do next.
In terms of roles, the “what’s next” question revealed an array of ambitions. One wants to be CEO within 10 years. Another wants to lead the expansion of engineering capabilities in the African subsidiaries. And a third sees a future in corporate strategy with the aim of improving how global change initiatives are conceived and executed.
What was most beautiful was not the ambitions themselves, although I often feel their gravitational pull compelling me to double-check my own goals and velocity toward them. Instead, the most heartening aspect of their ambitions was how they promised to approach them.
Reduce Pressure to Go Fast
Whereas in the past, on their way to greater roles and responsibilities, these executives would have passed the pressure they received from their bosses to others in direct proportion—or even amplify it—now they realize that pressure often does more harm than good. The motivation research shows that pressure is easily internalized as a form of control, which then undermines a person’s eagerness to perform an act voluntarily and with an optimistic sense of purpose. In other words, pressure creates a negative Motivational Outlook, which slows the pace and quality of work in the moment and in the long run.
These executives also described how they helped even very senior employees build additional competence faster than before, and how those employees then displayed increased confidence that they could handle even more-complex projects. It was nice to hear, too, how the quality of their relationships improved as a result.
Executives take a lot of heat—much of it deserved—for leading as if people do not matter much. So, I decided to share this with you because I wonder what you think when you read about executives who have dedicated themselves to leading in challenging times with boldness, grace, warmth, ever-increasing skill, and maturity. How does it inspire you or catalyze new thinking about how you lead?
It was a privilege to watch these leaders commit to a truly human—and humane—approach to leading others, and to see that by actually doing it things are already improving for them and everyone around them. Sometimes it is nice to take a break and simply enjoy watching people flower and shine right in front of our very eyes. I thought you might enjoy that, too.
About the author:
The Motivation Guy (also known as Dr. David Facer) is one of the principal authors—together with Susan Fowler and Drea Zigarmi—of The Ken Blanchard Companies’ new Optimal Motivation process and workshop. Their posts appear on the first and third Monday of each month.
