The evolution of what motivates...

I recently set up my new workspace and decided to unpack some boxes I had labelled office eight years ago — long enough to be as much different as I am the same. Time is funny that way.

Some of what I found came in handy, some went into the garbage reflecting a new definition of utility, and three motivational wall hangings received a reprieve from their confinement.

Dream your tomorrow

Believe in your dreams

Keep calm and carry on

I am not sure why I chose these sayings back then — did they really resonate with me or did I just have lots of wall space that needed to be covered? I’m leaning to the latter, for no other reason than they just don’t offer much in the way of motivation anymore. As I look at the words, I find them trite, and although there is a place for vision (and vision boards), I find them soft. I do realize Keep Calm and Carry On is a reminder regarding how to deal with bombs that are literally being dropped on your head, but I would suggest that these words have been turned into a merchandiser’s dream and lost any original meaning, and most definitely the character that lies behind it.

As I look through a different lens, I find my resurrected motivators are soft and without character to actually make things happen… and maybe that is it.

My lesson coming out of the pandemic is movement really matters — both literally and figuratively. It is how you develop the ability to get through things and with it, develop knowledge, strength, grit, and the ability keep your wits about you. And the more difficult the better!

Because Easy doesn’t change you

Comfort Kills

Work harder, nobody cares

Prepare for the unknown

Sure, these are also somewhat trite and can definitely be found on t-shirts in your Instagram feed, but they do reinforce that success and growth only happen when it’s hard and you have to put in the work.

This can not be found in dreams.

I will admit all of this is half baked and something I pondered the other day when I got a little nostalgic — and in the end, maybe just the evolution of the words I look to motivate me. But as an aside, if you have found that your dreams have come true, you’re comfortable and everything is easy-peasy, I wish you luck and there is no need to explain.

I understand. I just don’t care...*

… I have work to do.

iamgpe

*— this definitely came from a t-shirt which some of my friends will be receiving for Christmas.

Learn to be "comfortable with being uncomfortable".

The following is the original and the rewrite can be found by clicking here.

Inevitably two or three months into their new job, after the raw enthusiasm had worn off, I would often hear something along these lines, "Now that I am getting into the new job, I'm starting to realize everything I don't know; it makes me feel a little uncomfortable." *

With a "big knowing smile", I would always respond the same way, "Learn to be comfortable with being uncomfortable." And then I would proceed to explain what I meant.

The first part of the conversation would focus on the technical process that comes with people development, and I would use "Situational Leadership" as the model for understanding. Situational Leadership was developed by Paul Hersey and Ken Blanchard, and is a wonderful leadership model (and framework) that articulates the leadership style most appropriate for the various stages of an individual's (or team's) development. See Ken's website.

Development Stage 1: Low Competence, High Commitment. (S1 Leadership: Directing)

Development Stage 2: Low/Some Competence, Low Commitment. (S2 Leadership: Coaching)

Development Stage 3: Moderate/High Competence, Variable Commitment. (S3 Leadership: Supporting)

Development Stage 4: High Competence/High Commitment. (S4 Leadership: Delegating)

I found this part of the conversation very effective, particularly with the Y Generation as it re-enforced there was "in fact" a development plan in place, what it was, how it worked, allowed for discussion and outlined the milestones for progress. I re-enforced that "being uncomfortable" was natural and in fact a good thing - The process of learning new things invariably makes you feel uncomfortable.

The conversation would continue with long term goals, aspirations and success; we would then get to the heart of what I meant by saying, "Learn to be comfortable with being uncomfortable." Learning and development, both professionally and personally, are constant endeavours and needed for continued success - You need to get comfortable with this. The comfort with being uncomfortable is the indicator you are pointed in the right direction.

I have refined this conversation over the years, and in one form or another, have had it with every person I've had the privilege to manage and lead; no doubt some discussions better than others, and not all came with that "big knowing smile". 

This "big knowing smile" I refer to was saved for those who have the self-awareness to broach being uncomfortable in the first place... not because it makes it easier to start the development discussion, but because self awareness is another indicator of long term success.

As I look back on the people I had the "big knowing smile conversation" with, this does seem to be the case.

gpe

* A compilation of the "being uncomfortable" comments I have heard over the years.