| Emotional Intelligence Competency Self Motivation In "Emotional Intelligence" author Daniel Goleman maintained that self-motivated people are more highly productive and effective. Numerous author, such as Baldoni, Catlin and Putzler affirm this notion, indicating that self-motivation is a prime employee qualification. As Pollock pointed out, individuals cannot rely on others to motivate them. The literatures contain numerous methods for facilitating self-motivation. Discussed below are techniques espoused by DuBrin and Parachin. Also addressed is Maslow’s Hierarchy of Need, a well know theory of motivation. This article concludes with some thoughts on self-motivation versus leader motivation. Durbin’s Techniques for Self-Motivation DuBrin described motivation as, “an energizing force that stimulates arousal, direction, and persistence of behavior.” The author maintained that learning techniques to motivate oneself is equally important as learning how to motivate others. He provided the following ideas to facilitate self-motivation.
Parachin’s secrets for self-motivation Parachin cited Henry Ford as a model of self-motivation. Ford is often attributed with creating the first automobile. In actuality he did not build the first automobile. Rather, he created the first assembly line to build automobiles, which made them affordable for the masses. He did this despite competition, excessive costs, and naysayers because he had a dream that every family in America could own a car. According to Parachin self-motivation drove Ford to disregard the obstacles and seek creative ways to achieve his dream. The author gave seven secrets for generating and maintaining self-motivation. 1. Begin with this belief: every obstacle contains an opportunity. Strive to see good in everything 2. Be your own best friend. Speak affirmatively to yourself regarding your potential. 3. Follow your dreams. Give them time become realities; don’t give up prematurely. 4. Live your life by the three “Ps:” persistence, patience, and perseverance. Most great achievements come from hard work. 5. Visualize yourself successful. Creating a mental picture of what you wish to accomplish heightens self -motivation. 6. Be like President Lincoln. When you slip, get back up. On the road to becoming president Lincoln lost jobs, lost elections and had a nervous breakdown. However, he lived by the motto “The path was worn and slippery. My foot slipped from under me, knocking the other out of the way, but I recovered and said to myself, It’s a slip not a fall.” 7. Forgive yourself. Focusing too much on your mistakes causes a negative energy to grow in your soul, which will suffocate creative and motivation to move on. Maslow’s Hierarchy of Need No lecture on motivation is complete without discussing the work of famed clinical psychologist, Abraham M. Maslow (1908 – 1970). The psychologist saw humans as “perpetually wanting animals,” few of who are totally satisfied with life. Maslow devoted his career to studying creative people who were functional at high levels in society. From his studies he developed a comprehensive view of individual motivation. Essentially he surmised that people have an internal need pushing them toward self-actualization and personal superiority. A humanistic psychologist, Maslow determined that people typically, though not always, reach this high level of "being need” after they satisfied four deprivation needs. He described these needs in his renowned five level hierarchy, illustrated below. First, physiological needs, which are bodily needs such as food, shelter, and sleep. Second, safety needs, which include physical safety and feeling of being safe from both physical and emotional injury. Third, social needs, which are essentially love and belonging needs. Fourth, esteem needs, which represent an individual’s demands to be seen by others and to appear to himself or herself as a person of worth. Fifth, self-actualization needs, which are the highest level of needs and include the needs of self-fulfillment and personal development. Maslow’s Hierarchy of Needs has its critics. First, that the theory has not undergone rigorous empirical testing causes some to question its validity. Also, others question the practicality of the theory because Maslow surmised that few people achieve self-actualization. Maslow maintained that self-actualization is an idea to strive for rather than a concrete accomplishment. Finally, research suggests that all people do not follow this progress all the time. Self-motivation vs. leader motivation Dahl and Sykes stressed the importance of “creating synergy between the expectations of business and those of each individual employee.” Toward that end, the authors advocated personal life-goal planning for employees. Presumably, it is easy for employees with established goals to link their personal goals to those of the company. Thus, they are more motivated to achieve company goals seeing them as an extension of their personal ones. Similarly, Baldoni as well as leadership theorists James Macgregor Burns agree, “[leadership] is about creating conditions where followers want to follow the leader because they have the same set of values. Leaders must show that their outcomes are what the followers want for themselves.” Johnson and Rawlins argued that real motivation comes from within. The authors maintained that our level of motivation is driven by “self-talk,” which are the spoken and internal messages we communicate to ourselves about our feelings and attitudes toward life. These messages can be both negative and positive. The negative messages thwart risk taking and the positive ones provide support for accomplishing set goals. Conclusion During the current economic downturn in which jobs are in short supply, employers are encouraged to “seek and value high performing, emotionally intelligent talent” as Putzler opined. Further, Catlin advised employers who are facing downsizing to retain those employees who are self-motivated. Hence, self-motivation is a required competency in workers today because it benefits employees and employers alike. Parachin elucidated, "It is self-motivation which transforms ‘impossible’ dreams into realities. Likewise it is self-motivation which empowers us to act while others hesitate, flounder and fall. Regardless of one’s background, education and training, when a person is self-motivated obstacles are overcome, challenges are creatively faced and discouragement is derailed." Arguably there is no “one size fits all” technique to enhance self-motivation. This article covers several approaches. A keyword search of the term “self motivation” on Yahoo produced a number of sites offering hypnosis programs for enhancing one’s self-motivation. Certainly that approach is not for everyone. Also, this lecture addresses self- motivation relative to work life. However, the discipline is necessary in other areas such as weight management and sports. Consequently, individuals must identify and practice the technique they find most effective relative to their desired goals and achievements. References Baldoni, J. (2002 August). Motivation in tough times. Executive Excellence, 19, 14. Catlin, K. (2003 March). Downsizing Right. Executive Excellence, 20, 10. Dahl, D. & Sykes, R. (1989 August). Life Goals= Self motivation = Business Success. Manage. DuBrin, A. J. (2004). Applying psychology: Individual & organizational effectiveness (6th ed.) Upper Saddle River, NJ: Pearson Prentice Hall. Goleman, D. (1997). Emotional Intelligence: How it can matter more than IQ. New York: Bantam Books. Johnson P. & Rawlins, C. (1991 January). Daydreams and dialogues: Keys to motivation. Supervisory Management, 36, 1-2. Parachin, V. M. (2003 January). Seven secrets for self-motivation. The American Salesman. Pollock, T. (1999 September). Attitudes that can harm performance. Automotive Manufacturing & Production, 111, 13. Putzler, J. (2002 August). Tough times test character. Executive Excellence, 19, 14. |
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