Common mistakes about motivation

 What is motivation?

 Motivation is the reason for people's actions, willingness and goals. Motivation is derived from the word motif in the English language that is defined as a need that requires satisfaction. In other words, at a given moment it is easier to change than to stay the same. It is easier to take action and feel insecure in the gym than to sit still and experience self-loathing on the couch. It is easier to feel uncomfortable while making the sales visit than to feel disappointed about your dwindling bank account. This is, I think, the essence of motivation. Each choice has a price, but when we are motivated, it is easier to bear the inconvenience of action than the pain of staying the same. Somehow we cross a mental threshold - usually after weeks of procrastination and in the light of an approaching deadline - and it becomes more painful not to do the work than to actually do it.

Common mistakes about motivation

 One of the most surprising things about motivation is that it often comes after the start of a new behavior, not before. We have this general misconception that motivation arises from passively consuming a motivational video or reading an inspiring book. However, active inspiration can be a much more powerful motivator. Motivation is often the result of action, not the cause. Getting started, even in very small ways, is a form of active inspiration that naturally produces momentum. I like to refer to this effect as the Physics of Productivity, because this is in fact Newton's First Law applied to habit formation: objects in motion tend to stay in motion. Once a task has started, it is easier to move on. You do not need much motivation once you have started with behavior. Almost all friction in a task is at the beginning. After you have started, progress will be more natural. In other words, it is often easier to finish a task than to start it. One of the keys to getting motivated is to make it easy to get started.

MOTIVATION ERRORS

1. The rush for recognition. Poor planning is the starting point for many organizational recognition issues.

2. Confusing priorities and coordination.

3. Subjective recognition.

 4. Incorrect recognition.

 5. Rewards that do not reward.

6. Inappropriate recognition.

7. One size does not fit all.

 8. Loss of relevance and freshness.

 SOME MOTIVATION ERRORS TO AVOID

 The rush to recognition. Poor planning is the starting point for many organizational recognition issues. Some action-oriented companies tend to be ready for a targeted approach when planning. But where a systematic plan is highly desirable for individual and team recognition, it is absolutely essential for organizational recognition. Start with the end in mind of what you are generally trying to achieve.

Confusing priorities and coordination. Without realizing it, management often sends a staggering series of mixed messages that is recognized as confusion rather than as a guide. When performance expectations are unclear, employees waste an enormous amount of human energy trying to figure out what is really expected, and different individuals and groups who are supposed to work together end up

working in different ways.

Subjective recognition. Too often recognition is given on the basis of subjective impressions, which are notoriously inaccurate. Subjective recognition is unequal, at most wrong and unfair, in the worst case. It is important to use carefully defined objective criteria that are in line with organizational objectives. Checklists can be useful to identify behaviors and outcomes that deserve recognition. Incorrect recognition.

 Delay is the enemy of effective recognition. One of the challenges of organizational recognition is how they can remain streamlined and non-bureaucratic so that people can be recognized in time. If any kind of recognition requires management approval, many - if not most - recognition opportunities will be missed. Prevent recognition decisions with multiple levels of approvals and always allow some forms of recognition that do not require an approval level at all.

Rewards that do not reward. I have seen many examples in which the prizes awarded in a recognition or encouragement program or competition caused more problems than they had solved. Deciding what employees value the most without consulting them is a sure way to increase the risk of missing the motivation mark.

 Inappropriate recognition. Sometimes recognition is too small or too large. Telling someone in the hallway that they did a "nice job" when completing a two-year project can be just as inappropriate as giving a staff member of the month a cruise. One size does not fit all.

Another basic mistake that people make is to create a false sense of honesty - exactly the same recognition or reward for every employee. Few things are as unfair as the equal treatment of inequalities.