MOTIVATION

We now understand the importance of positive self communication as a tool for helping to achieve Peak Performance. We also understand the role played by optimism and how positive self talk can help achieve an optimistic outlook. We understand that an optimistic outlook is important, not just for the positive health & life benefits it brings, but also because in general terms we perform better with a positive outlook.

Motivation is the next step on the ladder to Peak Performance and refers to the ability we all posses to focus our resources towards achieving a goal or objective.

"What do you think...should we get started on that motivation research or not?"

Definition of Motivation Motivation is an internal state or condition (sometimes described as a need, desire, or want) that serves to activate or energise behavior and give it direction. It is often the desire or want that energizes and directs goal-oriented behavior; the intensity of the needs and desires will influence the intensity and direction of behavior.

Motivation and the Zones of Performance

We have three "zones" of performance : 1. The comfort zone - Safe & Unchallenged 2. The Stress Zone - A long way from our comfort zone...on "the edge" 3. The Peak Performance Zone - Outside the comfort zone...pushing our boundaries

The comfort Zone
Recall from section 1 of this programme that we have an innate genetic tendency to want to remain "safe & comfortable". Our limbic system fear response will force us to want to remain "safe & comfortable". When we act in accordance with this genetic drive, taking no risks and trying to avoid pushing ourselves too far we are in the comfort zone.

The Stress Zone
The stress zone is the opposite of the comfort zone. Constantly feeling stressed will activate the fear response, usually resulting in a "fight or flight" response, causing the release of chemicals such as adrenaline and cortisol. Of course in modern society "fight or flight" is usually a highly inappropriate response, but our body still reacts the way our genes have designed, with the release of the "stress" neuro chemicals. Over production of these chemicals is in the long term extremely harmful, and of course we now know that activation of this "fight or flight" fear response will cause the limbic system to "promote" this emotion into our consciousness above all other emotions. When we are stressed therefore we are often unable to concentrate on anything else.
Like the comfort zone, the stress zone is a highly inappropriate place for "Peak Performers", and our only motivation is generally to get out of the stress zone.

The Peak Performance Zone
The zone of Peak Performance is the area in between our comfort zone and our stress zone. To improve our performance we need to motivate ourselves to want to "push our boundaries". In the Peak Performance zone we can see our goals and objectives, we are striving and purposeful, and we use the fear and stress responses to our advantage...we need to be "stretched".
If we can motivate ourselves...and others to spend as much time as we can in the Peak Performance zone, our levels of performance will increase considerably.


Types of Motivation
Psychologists refer to two types of motivation:

Extrinsic motivation is generated in response to external circumstances and its effect is usually short lived and has the side effect of requiring more and continuing extrinsic motivation to produce the same behaviour again and again. An example of an extrinsic motivation system is a performance reward scheme, where a desired performance is created as a result of providing motivation through a reward for achieving the desired performance.

Intrinsic motivation is generated from within and is much longer lasting and can often achieve greater results. An example of intrinsic motivation in action can be seen in the performance of people with an inner desire to achieve something...anything for which they are motivated.


MOTIVATION OF THE INDIVIDUAL
Over the years a number of studies have taken place looking at the concept of "motivation". Can we really motivate others or are we simply able to inspire them to become motivated to achieve?

Abraham Maslow said that intrinsic motivation follows a hierarchy of needs and that we are all motivated by unsatisfied needs. Once a lower need is satisfied, we move upwards through the hierarchy and become motivated to satisfy the next "need". Click on the diagram for a more detailed explanation

In section 1 of this programme we discussed how the feeling of "happiness" is caused by the "striving" to achieve. According to Maslow this is what motivates us - the striving to fill unsatisfied needs. At the top of the hierarchy are the two "higher" needs, the need for esteem, and the need for self actualisation.

Maslow also highlighted two types of Esteem:

Given Esteem is given to us by others and is a result of how highly THEY regard us, usually as a result of the position we occupy or the role we perform (eg. professional sportsmen)

Self Esteem is given to us by ourselves and is a result of how highly WE regard ourselves.

The problem with "Given Esteem" is that it can be taken away and there are many examples of once famous people whose esteem has plummeted as a result of the fact that they no longer occupy their previous esteemed positions. Self Esteem of course can only be taken away by ourselves, and good self communication, a positive outlook and a sense of optimism helps build and solidify our self esteem.

Maslow's hierarchy of needs theory is still relevant in modern times. For example our basic "shelter" need can now be seen in our desire to own a "nice house" with a secure job, steady income and secure pension policy.

Think of people who are going through a messy divorce for example. Previously they may have been highly motivated individuals focusing on achieving and thus building their self esteem. .

However, as a consequence of the divorce, their house, salary and pension, their basic shelter needs may no longer be secure. Until this shelter need is resolved they are no longer able to motivate themselves to think of anything else. Their previous motivation has disappeared.

Current motivational studies suggest that "needs" are now viewed as dispositions toward action (i.e., they create a condition that is predisposed towards taking action or making a change and moving in a certain direction...making something happen). Action may be initiated by either positive or negative incentives or a combination of both. The following chart provides a brief overview of the different dispositions towards action.

The simple answer therefore to the question:
"can we motivate others"? is... NO.

People must motivate themselves. Their own motivation will depend on their "needs" (as they perceive them) and on the strength of their feelings and dispositions towards action. We can help people motivate themselves by getting to know and understand them and understanding their "needs", but ultimately they must motivate themselves.

MOTIVATION IN AN ORGANISATIONAL ENVIRONMENT
Whilst it is highly unlikely that we can motivate a person individually, it is possible to create an organisational environment where people can motivate themselves.

The Four "R"'s of Organisational Motivation
It is also now widely accepted that most organisations use a combination of the four "R"'s to help the employees motivate themselves:
- R Recognition
- R Respect
- R Responsibility
- R Reward
In a survey conducted in the 1970's by PER (Professional and Executive Recruitment) both employees and employers alike said that that the R that motivated them least was R Reward ( Extrinsic Motivation) and the R that motivated them the most was R Recognition (Recognition by their peers - Intrinsic Motivation). Recognition of course builds self esteem

When the employees of the organisations were asked what motivates them, and what they believed motivates their mangers, and in what order they said:

When the managers of the organisations were asked what motivates them, and what they believed motivates their employees, and in what order they said:

In both cases the employees and the managers both said that they are LEAST motivated by Reward and most motivated by Recognition, but they both believed however that the other party was most motivated by Reward !!!!

The PER study dovetails perfectly with Maslow’s theory in that the need for recognition, the “Esteem” need is a key motivational tool.

COP and ACE Organisational Motivation Styles
In the 1990’s Harvard Business School did a further study on “Organisational Motivation” and concluded that there are two opposite motivational techniques used in organisational motivation.
- COP (Control…Order...Predict)
- ACE (Align …Create…Enable)

In a COP organisation the management exercise control….have a rigid order…and usually are able to predict the outcome as a result of the application of COP management style. There are many organisations where a COP style is a pre requisite...the police and the armed forces for example.

In an ACE organisation the management create a vision and align their “team” behind the vision….they create the environment for the team to…enable them (Empower them) to implement their skills and “talents” to best fulfil the vision. An ACE organisation is usually populated with people with high “Self Esteem”, whereas the opposite is usually the case in a COP organisation.

The research concluded that in terms of organisational development a COP organisation usually grew and developed by the thinking of one (or few) people, whereas an ACE organisation usually grew and developed as a result of the thinking of many people and that people are able to motivate themselves better and channel their motivation into achieving organisational goals in an ACE organisation as opposed to a COP organisation.


Self Esteem - The Key to Motivation
Having a high "Self Esteem" is the key to motivation. Building the self esteem of others is the key to helping them motivate themselves.

How Do We Build Self Esteem ?
After extensive study The University of Texas Learning Centre have defined a 12 point plan for building self esteem:

1. Free yourself from “Should’s” 2. Respect your own needs 3. Set achievable personal goals 4. Practice positive self talk 5. Test your reality 6. Experience Success 7. Take chances & new experiences 8. Face up to and solve problems 9. Make decisions – No procrastinating 10. Develop your personal skills – never stop learning 11. Emphasise your strengths 12. Rely on your own opinion of yourself… not others

Positive self communication is the starting point for building self esteem. The need for esteem is one of the key tools for motivating ourselves...and others. Self motivated high self esteem individuals are well on their way to becoming Peak Performers.