Motivating Ourselves and Others
Q: “How do we motivate ourselves consistently?”
Q: “What is meant by the “pain and pleasure” principle?”
Q: “How can we motivate ourselves following a major failure?”
Q: “How do we motivate others?”
Q: “What is meant by “situational leadership”?”
Q: “How do we motivate ourselves consistently?”
A: “By ensuring that we have alignment between our purpose in life, our goals, values, beliefs, desires and daily habits and receiving constant feedback and measurement on our goals progress.”
Q: “What is meant by the “pain and pleasure” principle?”
A: “Everything we do, or are about to do, is interpreted by our brains as leading to either pain or pleasure. From a motivational point of view, we will always do more to “avoid pain” than we will to “seek pleasure”. Once we know a person’s values both positive – those they are attracted to and seek to express – and negative – those they would do the most to avoid – we can help them develop their own unique motivational strategy.”
Q: “How can we motivate ourselves following a major failure?”
A: “There are countless true stories of top achievers who attribute their success to the lessons learned during one of their major failures. The motivation results from keeping your mind on what you want and why, and not dwelling on past failures except to use the lessons learned to develop new plans. Daily creative thinking (using the “TA Autogenic V&E System” – a visualisation and emotionalisation technique similar to that used by Olympic athletes and international sportsmen and women) will ensure that you maintain your motivation at a high level.”
Q: “How do we motivate others?”
A: “This entails a combination of factors:
- clear understanding of the company’s future visions and their individual roles and responsibilities in achieving it
- recognition and application of individual strengths and drivers
- a reward and penalty system to accommodate acceptable and non-acceptable behaviour
- clearly defined, measurable goals
- regular measurement of key performance indicators.
Q: “What is meant by “situational leadership”?”
A: “Situational leadership embraces four leadership styles: directing, coaching, supporting and delegating. It pre-supposes that the leader / manager has the skills to use the appropriate styles in different situations and is dependent on the development level of the subordinate.”
Here are just 3 quick comments from course participants:
“Very well presented as usual. A timely reminder of how we should be monitoring our business and our thoughts. Found Group Assignments most valuable as it is an opportunity to discuss progress with peers”
GT SJPP
“The interaction with other like minded people is always enjoyable and beneficial.”
AD Honister Partners
“It is hard to think of one positive aspect alone. However, if pushed, I would say the programme was a catalyst to get me to concentrate on my strengths and delegate my weaknesses. It is easy in this job to just get your head down and not come up for air and to take an objective view. The programme encouraged that.”
RG Honister Capital
See Client Comments for further testimonials.
