Motivation

For the lack of motivation: Dante Gabriel Rossetti, the famous 19th century poet and artist, was once approached by an elderly man. The old fellow had some sketches and drawings that he wanted Rossetti to look at and tell him if they were any good, or if they, at least showed potential talent.

Rossetti looked them over carefully. After the first few he knew they were worthless, showing not the least sign of artistic talent. But Rossetti was a kind man and he told the elderly man as gently as possible that the pictures were without much value and showed little talent. He was sorry, but he could not lie to the man.

The visitor was disappointed, but seemed to expect Rossetti’s judgment. He then apologised for taking up Rossetti’s time, but could he just look at a few more drawings – these done by a young art student? Rossetti looked over the second batch of sketches and immediately became enthused about the talent they revealed. “These,” he said, “Ah, these are good. This young man, whoever he is, has great talent. He should be given every help and encouragement in his career as an artist. He has a great future, if he will work hard and stick with it.”

Rossetti could see that the old fellow was deeply moved. “Who is this fine young artist?” he asked. “Your son?”

“No,” said the old fellow sadly. “It is me – 40 years ago. If only I had heard your praise then. For you see, I got discouraged and gave up – too soon.”

Source: More of The Best of Bits and Pieces, p197

Zig Ziglar tells the following story. It seems a gentleman worked on the 4pm to midnight shift and he always walked home after work. One night the moon was shining so brightly that he decided to take a shortcut through the cemetery, which would save him roughly a half-mile walk. There were no incidents involved, so he repeated the process on a regular basis, always following the same path. One night as he was walking his route through the cemetery he didn’t realise that during the day a grave had been freshly dug in the very centre of his path, and so he fell into it. Desperately, he started trying to get out, but his best efforts failed him. After a few minutes he decided to relax and wait until morning when someone would help him get out. He sat down in the corner and was half asleep when a drunk stumbled into the grave. His arrival roused the first guy, since the drunk was also desperately trying to climb out, clawing frantically at the sides. Our hero reached out his hand, touched the drunk on the leg and said, ‘Friend, you can’t get out of here’ – BUT HE DID GET OUT! Now that’s motivation!

Charles Schwab, who supervised all of Andrew Carnegie’s steel mills, had a mill manager whose men were not producing their quota at work.

“I’ve coaxed them; I’ve pushed them; I’ve threatened them with being fired, “the manager told Schwab, “but nothing works. They just don’t produce.”

It was the end of the day, just as the day shift was leaving and the night shift was coming on. Schwab took a piece of chalk and then, turning to the nearest man he asked, “How many production runs did your shift make today?”

“Six.”

Without another word Schwab chalked a big figure 6 on the floor and walked away. When the night shift came in, they saw the 6 and asked what it meant. “The big boss was in here today,” the day-shift men said, “and he chalked on the floor the number of production runs we made.”

The next morning Schwab walked through the mill again. The night shift had rubbed out 6, and replaced it with a big 7. When the day shift reported for work the next morning they saw the big 7 chalked on the floor. So the night shift thought they were better than the day shift, did they? Well, they would show them a thing or two. The men pitched in with enthusiasm and when they quit that night, they left behind them an enormous, swaggering 10. Things were stepping up.

Shortly, this mill, which had been lagging way behind in production, was turning out more than any other steel mill in the industry. And what was the reason? Here is Schwab’s reasoning: “The way to get things done is to stimulate competition. I do not mean is a sordid, money-getting way, but in the desire to excel.”

“I consider my ability to arouse enthusiasm among my people,” said Schwab, “the greatest asset I possess, and the way to develop the best that is in a person is by appreciation and encouragement. There is nothing else that so kills the ambition in a person as criticisms from superiors. I never criticize anyone. I believe in giving a person incentive to work. So I am anxious to praise but loathe to find fault. If I like anything, I am heart in my approbation and lavish in my praise.”

[Note: Source: Dale Carnegie, How to Win Friends and Influence People, p.46-47]

Alan Loy McGinnis, Bringing Out The Best in People, p.126-127 also Dale Carnegie, How to Win Friends and Influence People, p.192-193

Every morning on the African plains a wildebeest wakes up. It knows that in order to survive it must run faster than the lion, otherwise it will be killed and eaten. Every morning on the same African plains a lion wakes up. The lion knows that in order to survive it must run faster than the slowest wildebeest, otherwise it will starve to death. The lesson here should be plain to see: It doesn’t matter whether you are a wildebeest or a lion, just make sure when you wake up in the morning that your feet hit the floor running!

Often motivation comes after, or as a result of taking action, and not before. Sometimes you have force yourself into action; you have to be bold, have courage, take a leap of faith and then motivation catches up with you. This is what happens to young eaglets when they learn to fly: They jump into action and take a leap of faith. Well, actually, they are usually forced into action! Maybe you have heard the phrase, ‘stirring up the nest’? This relates to stirring up a hornet, bee or wasps’ nest but it could just as easily refer to what happens when it’s time for the eaglets to learn how to fly. You see, for several weeks the eaglets have sat around watching and waiting, and also being waited upon hand and foot, as it were, by the parent birds. But finally the time comes for the offspring to leave the nest and the issue then becomes how to inspire them to do so. This is where they are given a helping hand, (or wing)! One day the mother bird senses the time has come, so she stops feeding the eaglets. Of course, this makes them very eager! Next she begins to demolish the nest, literally tearing away great chunks at a time and letting them fall to the floor. This makes the eaglets very uncomfortable! Finally, – now that they are hungry and homeless – the eagle flies to a nearby perch and calls to her offspring to come. It doesn’t take long for them to get the message! Sooner, rather than later, they jump into action, take their leap of faith and begin to fly!

Sometimes, you have to push yourself (or others) into action. It’s like drawing water from a well; you have to prime the pump (expel the air) and then apply force before the water flows freely. Likewise, sometimes you have to force inspiration to flow before it flows freely.

R. Ian Seymour

R. Ian Seymour, excerpt from Discover Your True Potential

A Dozen Ideas to Motivate the Troops and Create a Better Working Environment:

1. Reward good performance to encourage repeat performance. Think what happens when you acknowledge and reward or praise a child’s performance.
2. Ensure all employees know exactly what is expected of them. Clearly defined roles, duties and lists of scheduled tasks creates a positive atmosphere and a continuous striving to achieve.
3. A disciplined working environment is a positive working environment conducive to achieving results. Think of the armed forces. Discipline in business, however, means order and control, which is not the same as authoritarianism.
4. Ensure that all staff have the necessary tools and equipment available so that they can perform well.
5. Give each employee the opportunity every day to perform the duties that they are best at and enjoy the most.
6. Ensure that each member of staff receives regular recognition or praise for work that has been done well. Regular means on a daily basis or, at the very least, weekly.
7. Employee progress reviews (one on one) should be conducted at least once a year (preferably twice) with particular emphasis given on enhancing employee self-esteem not depleting it. Keep employees in the know with regards to the future, e.g. possible promotion, transfer, pay rises, new training programmes etc.
8. Staff members should have regular opportunities to learn and grow through new training. There must also be regular and on-going mentoring/coaching sessions from a superior.
9. Encourage employee suggestions and dialogue. Get them involved and let them know their opinion counts by taking the necessary action.
10. Corporate entertainment and social events, whilst costly, are a great way of motivating the troops and creating a happier, more open and thus better working environment.
11. Brain storm ideas to create a better working environment.
12. It’s nice to be important but it’s more important to be nice.

Ideas from a Spring Harvest recording – 1999, At Work Together – Jill Garrett from Gallup

In ancient times, invaders would sail to foreign shores. Their goal was to conquer, plunder and pillage. They would decide upon their destination, prepare themselves for battle and then set sail. As soon as they landed on the alien shore, they would make their commitment irrevocable by setting their boats on fire and destroying them. (Hence the term, ‘to burn your boats.’) In so doing, they made the ultimate decision. Now, there would be no going back or staying put. From there on in it was either do or die, victory or defeat! How’s that for self-motivation?

R. Ian Seymour

R. Ian Seymour, excerpt from Maximize Your Potential