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Without Motivation We Look for Reasons Not to Change
| Guest post by: Howard Shore |
Article Overview: Recently, a client contacted me and asked for help in moving a sales opportunity along. After careful consideration of the facts, we realized that his current circumstances left him no opportunity to get this deal.
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Without Motivation We Look for Reasons Not to Change
Recently, a client contacted me and asked for help in moving a sales opportunity along. After careful consideration of the facts, we realized that his current circumstances left him no opportunity to get this deal. In the same week, I was reviewing a situation where we were making tremendous progress in a company in getting all the employees to move in one direction to make the changes necessary to help that company avoid failure. Just 6 months earlier, the CEO had tried to mobilize these employees and was getting nowhere. I realized that while the circumstances in these two situations were different, success or failure was dependent on the same factors. In the book "Switch: How to Change Things When Change is Hard" by Chip Heath and Dan Heath, the authors make the case that for any change to happen you must harness people's emotions to give them the will to change and then direct them on how to accomplish that change. If you are not able to accomplish both motivation and direction with everyone involved, you fail. In my two examples, one client was attempting to change something outside of his company, while the other was seeking change from within. The bottom line is that all change requires appropriate motivation and leadership.
I have found that to get others to change, we must first get them focused on the right questions and motivate their passion before we can start directing their logic and actions. So let's look at a real-life opportunity to demonstrate the point. I am working with a branch director in a very large financial institution who wants to purchase my services. He does not have purchase authority. He asked me for a lot of data which he wants to send to his internal people to help them see why our products and services are so good. Based on what he has told me about their internal processes, the cost of piloting our services is far less than the cost of continuing their existing processes and procedures, so I know what questions he needs to ask if he wants to get them on his side.
Are they:
• Tired of too many people not meeting quotas?
• Frustrated by not enough people being top performers?
• Concerned by the fact they really do not understand how to consistently select top performers?
• Do they believe their current approach and initiatives will fully address these issues?
• If they agree that these are legitimate issues, do they have the courage and desire to try new ways to address this problem or do they want to keep doing the same things and hope for a different outcome?
In my experience, if someone looks long enough and with the proper bias, they will find the reason to support changing or not changing. It all starts with where their motivation is. You must inspire their motivation. Whenever an organization or salesperson sends information too early in the process the recipients look for information to support their own pre-existing bias. Worse, they fail to have the motivation to read the information. People without motivation usually look for reasons not to change.
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Related Forum Posts
Re: 10 Reasons Who Startups Fail & Book Recommendations
- Great post,but please edit the headline. I presume it is "10 Reasons Why Startups Fail & Book Recommendation
Re: How To Stay Motivated In Your Business
- Motivation spurs people into actions every time. When there is no motivation the reason to move forward seems lost. Thanks so much for this post Evan
Re: Spellcheck?
- [quote="TheAnonymousMan":2f894q6j]When discussing the majority of people I would definitely say that most people hit the "Change" or "Ignore" button without thinking too much about the correct spelling of a word. All bosses are concerned about is getting the report to the Directors meeting on time.[/quote:2f894q6j]
That probably depends on what the "majority" are trying to accomplish. I have word set to alert me about misspellings and grammatical problems, so I fix most as I go. But I also add names etc to the dictionary because I get tired of seeing the red and green squiggles when I know the info is right.
If you're only going to click "Change" or "Ignore" then why bother to take the time to use spell check????? Business people that I work for want the info compiled in a timely manner and they want it right - which is fine because that's the way I strive to do any project. Sending out a memo, letter, report etc with obvious spelling and grammatical mistakes makes the person and the company look bad as far as I'm concerned.
Shri
Re: e-Commerce and e-Payment providers
- Hi GT
It is only fairly recently that people in South Africa have been able to get full use of Paypal as we were only able at one time to make payments but not receive them. Fortunately this has now changed. I have received money through Global X Change for one of the affiliate programs that I promote and have found them pretty good as the money is normally transferred directly into my bank account within 2-3 days and I have not had any problems with them.
MichelleJ
Re: Finding AND Keeping Good People
- Employee retention or as you mention “Keeping the Good People” is one of the biggest challenges for any growing business. It takes a huge effort from the entrepreneur’s end.
I can come up with the following when it comes to KEEPing the good people-
1. Motivation of the employees
2. Recognition of the needs of the employees
3. Activities to make the employees feel valuable towards the organization
4. Make benefits more accessible
5. Offer profit sharing incentives
6. Create clear career paths at the company
7. Consider telecommuting, job sharing and other flexible working arrangements
8. Incentives are essential and they don't have to be huge
9. Have other managers praise an employee's work
10. Be sensitive to the balance between work and private life
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