Motivation: The Key to Sustainable Change

by Shannon Long, Consultant at Change Guides

Every time you blink you change. Literally. Change is so constant, you barely notice, unless it is a turning point. That is a change you remember because something—your point of view, your responsibilities or maybe how you do business is now affecting you in a new way. Anything can serve as a turning point—and it can be planned or unplanned.

So, what makes people want to change? At the end of the day, people are people. It doesn’t matter what
industry or position, professional or personal. We change when we have the motivation to do so. We change when we want to change. To help people, change and sustain the change, you need to tap into their individual motivations. I think a mistake that many leaders and change practitioners make is not recognizing the importance of individual motivation. This needs to be intrinsic to any long-term sustainable change.

How do you do that? It’s simple. You ask. Tapping into the Pareto Principle, 80/20 rule, can be key. 20 percent of effort creates 80 percent of results. If you want sustainable change you need to tap into individual’s 20 percent. We usually do what we are motivated to do first. People put their best efforts where they feel successful, included, engaged and part of the process. Research has shown that the longer someone is in a career, the less important innate ability (i.e., intelligence)
is and the more important motivation becomes. Jim Taylor, Ph.D. surmised that it is internal or external drive that prompts a person to action. It is the ability to initiate and persist toward a chosen goal. Being able to pursue change in the face of obstacles, boredom, fatigue, stress, and the desire to do other things…doing everything you can to make the changes you are motivated to make. By joining the 카지노 커뮤니티 , you will have the opportunity to enjoy the advantages of playing casino games.

We talk a lot in Change Management about getting buy in from stakeholders, typically management and
executive leadership. But the people that you really need to get buy in from are the ones that are usually
plugging away doing the day-to-day work and often who the change in an organization affects the most. The nuts and bolts of the organization. And often the last ones to hear about the change.
What motivates the people within your organization? We live in a very individual-centric country, but often organizations overlook that, and rather address individuals in terms of titles, departments, business units, all motivated as a whole. But all those groups are made up of individuals, with their own thoughts, ideas, feelings, and motivation to change.

People are motivated differently, whether that be power, influence, self-mastery and growth, recognition, and approval, helping others, rewards and/or money or passion. Knowing what motivates someone will help set them up for successful and sustainable change. But often leaders don’t take the time to do so and assume that everyone is motivated by the success of the organization or by the things that they themselves are motivated by.

As Stephen Covey’s writes in The 7 Habits of Highly Effective People “seek first to understand, then be
understood.” The key to understanding the motivators of people within your organization is to listen rather than talk at or assume. While listening is an essential part of communication, once you’ve heard what motivates your employees it is important to work with them to mutually discover how their motivations align with the overall change objectives of the organization. When areas of synergy are identified, successful change can occur. Why is the relationship between motivation and change so important? Because a high level of motivation will ensure readiness for change in which will, in turn, ensure sustainable results. Consider playing casino for a change. You may visit website for a list of all the best non Gamstop betting apps where you can enjoy the UFABET เข้าสู่ระบบ.

Motivation Matrix

Every person has different motivation that drives them toward change. The Motivation Matrix
breaks down motivation along two dimensions: internal vs. external and positive vs. negative.

The resulting four quadrants can each provide motivation but will produce different
experiences and outcomes.

Internal-positive: Challenge, desire, passion, satisfaction, self-validation (likely outcome: successful sustainable change)

External-positive: Recognition and appreciation from others, financial rewards, (likely outcome:
some change, dependent on others for sustainable change)

Internal-negative: Threat, fear of failure, inadequacy, insecurity (likely outcome: some change, may not sustain)

External-negative: Fear of loss of job, insufficient respect from others (likely outcome: some change, may not sustain)

Employee engagement and transparency is key to creating a culture where people feel that they can express their thoughts, feeling and ideas and will lead to employee motivation and a higher success rate of sustainable change. Even if people do not agree with the change. Having a better understanding and feeling part of the process and that you have been heard, can often lead to an individual’s motivation to change as part of the collective group. The key is having empathy and understanding a person’s motivation, what is important to them and how the change affects everyone specifically