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Name of author Rick Baker, P.Eng.

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What is it about us that motivates other people?

by Rick Baker
On Jan 26, 2015

Before proceeding with this Thought Post I want to be clear about one point: technically speaking, I do not believe that one person motivates another. Rather, I believe motivation is a personal experience, generated by 'self'...not generated by others. I motivate me and you motivate you...and there are some things you can do to help me be self-motivated and there are some things I can do to help you be self-motivated. 

So, the best way to pose the question is: What is it about us that helps other people be self-motivated?

I think the answer boils down to three things I've written about on numerous occasions before: intelligence, self-control, and drive.

These three attributes are the foundations of character.

Yes - I understand we have values and vision and we have goals and, related to these things, we also have rules that we live by. On the other hand these things follow in time and are consequences of our unique combination of intelligence, self-control, and drive. Put another way - when others observe our behaviour they make conscious or unconscious decisions about our character. And our intelligence, our self-control, and our drive are the attributes that determine our behaviour. 

With this logic in mind, I believe other people's motivation is affected by their perception of my character and whether or not my behaviour is consistent and aligned with their perception of my character.

I will continue to use first-person tense to explain:

First, if the person has known me for a period of time then the person will hold a perception of my character. If the person perceives my character to be 'admirable' then my behaviour has a chance to help the person be self-motivated. Conversely, if the person perceives my character to be 'questionable' or worse then my behaviour will have little opportunity to help the person be self-motivated. In effect, the person will shut me out and be prone to experience negative feelings and thoughts when I am present [or in mind]. If the person perceives my character to be 'admirable' and then finds my behaviour inconsistent with that perception, again, my behaviour will have little opportunity to help the person be self-motivated. And, if my behaviour remains inconsistent with the person's perception of my character then the person will adjust his or her perception of my character...i.e., the person will downgrade his or her perception of my character until it matches the perception of my behaviour. And, while this is happening the person will tend to feel less motivated about interacting with me...and that can be described as de-motivating.

When people believe my character is 'questionable' or worse I have little ability to positively influence them. And, they may describe that as 'demotivating'.

When people believe my character is 'admirable' but my behaviour is inconsistent with admirable character I have little ability to positively influence them. And, they may describe that as 'demotivating'.

Only when people believe my character is 'admirable' and my behaviour is consistent with admirable character do I have a chance to positively influence them. And, they may describe that as 'motivating'.

My character and my behaviour can help people feel motivated.

Fortunately, we human beings have the ability to construct and improve both these things.


 


Tags:

Emotions & Feelings @ Work | Influencing | Thinking as in Think and Grow Rich

Leaders must step up

by Rick Baker
On Oct 27, 2014

Leaders must do something about it...

  • When they notice their people are under-performing
  • When they find their people are making an unusually high amount of errors in their work 
  • When they sense their people are just going through the motions 
  • When they know their people's work quality is substandard
  • When they see their people aren't providing their best effort 
  • When they see their people showing disregard for the rules 
  • When they hear their people bickering back-and-forth, criticizing one another 
  • When they learn their clients are complaining about products or services
Few business leaders would argue against someone doing something to remedy situations like those described above.
 
Yet, many business leaders do not take decisive action when they observe these and other bad habits

There are many reasons why leaders fail to take decisive action. Three reasons are at or near the top of the list:
  1. I'm too busy to deal with all these things.
  2. It isn't my responsibility...my managers should handle their people.
  3. I don't like dealing with conflict situations.
None of these excuses cut it in the world of business success.
  1. Successful leaders illustrate repeatedly that they do not suffer from a lack of time...successful people have more time
  2. If the leader waffles then followers lose respect for the leader. Related to this, it is dangerous to delegate a task you refuse to do yourself. Lead by example.
  3. Napoleon Hill taught the importance of harmony at the leadership team and throughout the organization. Interpersonal conflicts are a fact of life. Interpersonal conflicts demand continuous attention and planned action. If left unattended, interpersonal conflicts destroy morale and remove the opportunity for forward progress and success.

Developing your positive mental attitude

by Rick Baker
On Sep 22, 2014

Above and beyond everything else, Courage is the mind state that promotes positive mental attitude.

Like every other mind state, with focused and persistent effort, Courage can be developed.

Courage is about facing fears and acting against them. So, courage is a mind state laced with emotion. It is a mind state where fear is converted into something more positive and constructive. Often, courage is developed accidentally. For example, this happens when a person acts impulsively in reaction to a dangerous or fearful situation.

Of importance, with forethought, deeply rooted courage can be developed intentionally over time through planned action steps.

People know what causes them fear. People can anticipate most of the situations that cause them fear. People can anticipate the actions of other people that trigger experiences of fear. For example, in business, people can anticipate the actions of bosses and know whether or not those actions cause feelings of fear.

Because we have this ability to anticipate we also have the ability to plan ways to counteract these fearful situations before they visit us.

In essence, we can role-play fearful situations in our minds long before those fearful situations happen in reality. While we role-play these fearful situations in our minds we can role-play various reactions to those fearful situations and, in effect, we can train ourselves in advance on the best ways to react to fearful situations. Then, after fearful situations arise and we face them and take pre-planned actions, we can perform self-analyses to assess, rate, adjust, and improve our performance. We can perform iterative processes of planning and testing actions designed to combat fears and build courage. We can repeat these processes until we attain the level of courage we desire.

The more fearful situations we anticipate and plan for the more opportunities we will have to test different actions and observe results…the goal being fear management and its counterpart, development of courage. This process helps us master our fears, build courage, and build self-confidence. This process itself is a process of courage. It is the best way to build self-confidence, that state of mind where we know we have the ability to address and handle situations when they arise.

Courage and self-confidence are the states of mind most conducive to allowing us to build positive mental attitudes toward other people and situations and indeed toward ourselves.

Communication tip: It isn't about who's right or who's wrong. It's about who doesn't have emotions under control - and Why?

by Rick Baker
On Aug 26, 2014

The Thinking Behind The Tweet

Disputes in the work environment often escalate. And, they often spread and affect many people. When you face situations of conflict and dispute remember - It isn't about who's right or who's wrong. It's about who doesn't have emotions under control - and Why?

And, of course, make sure you aren't among those who do not have their emotions under control. 

Emotional disputes do a lot of damage and waste a lot of energy [energy - which, if it wasn't being wasted, could be put to constructive use].

Tags:

Communication: Improving Communication | Emotions & Feelings @ Work | Thought Tweets

Bullies and confident people tend to win money disputes.

by Rick Baker
On Aug 13, 2014

Are you comfortable dealing with problems involving the exchange of money?

When things happen in threes I feel a strong need to explore the synchronicity.  Usually, I come up with what I feel to be a hidden message in the synchronicities.

Recently, I experienced one of these series of similar events. The topic was challenges/disputes involving the collection of money.

The lesson I learned corrected my perspective on how people deal with money challenges/disputes.

Historically, I have talked a lot about people lacking money consciousness. The lesson I learned was most of the people who experience ongoing problems involving collection of money do have money consciousness. Their money problems are not due to a lack of consciousness about money or the fact they deserve the money. Rather, the issue is about their lack of comfort in dealing with people and situations involving money challenges such dealing with people who fail to pay money owed.

And, the issue is also about the balance of power between the people who are strong and skilled at dealing with money challenges/disputes and the people who are not comfortable dealing with money challenges/disputes.

Bullies and confident people tend to win money disputes. When money disagreements arise, the balance of power is held by the bullies and the confident people. Less-confident people have a power shortage and this power shortage works against them unless they take action to work on assertiveness and self-confidence.

About the people who tend to struggle with money disputes and do not work on assertiveness and self-confidence…

Their discomfort dealing with money challenges/disputes remains and often expands, solidifying into deep-rooted bad habits. Their bad habits appear in two forms: one is their inactivity/avoidance when they face tough money issues and the other is their penchant for blaming others for the problems.

Unfortunately, these responses to money problems are not helpful...not helpful when it comes to reducing A/Rs...not helpful when it comes to reducing people's stress levels...not helpful to bottom lines....not helpful in any way.

 

 

Tags:

Emotions & Feelings @ Work | Habits: Good Habits, Bad Habits, & New Things

That Aversion to the Details

by Rick Baker
On Jul 28, 2014

When people are at work, why do they avoid the details?

Do they feel they are too busy and do not have time to attend to the details?

Do they think the details are someone else's responsibility rather than part of their job?

Do they feel too bored or too fatigued to bother with the details?

Do they choose to avoid the details so they can concentrate on big-picture things?

Do they choose to avoid the details because they know others are more skilled with the details?

Do they choose to avoid certain details so they can think about other details?

Do they feel frustrated as they avoid the details?

Do they feel energized as they avoid the details?

Do they feel weakened as they avoid the details?

Do they feel strengthened as they avoid the details?

Does their business falter as they avoid the details?

Does their business gain advantage as they avoid the details?

***

That aversion to the details can be a wonderful thing for all involved...or it can be brutal.

If that aversion to the details is a wonderful thing at your workplace then figure out how to replicate it.

If that aversion to the details is a brutal thing at your workplace then figure out how to stop it.

Copyright © 2012. W.F.C (Rick) Baker. All Rights Reserved.