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If you have a passion strong enough you can overcome any fear. What do you want to create? What are you here to give? What is your gift? What is the one thing you want to do better than anyone else on this planet? What is the one thing you could do every single day and not get sick of? What will you share with the world?
That is your passion.
Just how would you feel about a medical doctor who harmed more patients than she or he helped? What about a law enforcement officer who committed more killings than he solved? Or an educator whose pupils got less intelligent as the time grew?
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And what if you found that these absurd outcomes were more the rule than the exception, that they were representative of most health practitioners, most law enforcement officers, and most educators? You'd be more than confused. You'd be infuriated. You'd foment that something hadn’t been done sooner. Right?
That is precisely what happens every day with managers and leaders who don’t grasp the how and why of motivating employees. Aside from familial and societal aspects productivity and profits must increase.
Related: How To Identify And Overcome Unconscious Bias
Given this, why are we complacent when faced with information that suggests most managers are more likely to douse the conflagrations of employee enthusiasm than to provoke them? Why would you suppose we aren’t a little bit annoyed that our systems are more likely to exasperate extraordinary accomplishment than to nurture it?
Wrote Peter Drucker, “There are only two books that a publisher does not loose money on- cook books and books on motivation. The reason is they are purchased by people who can do neither." Drucker’s Criticism of the Behavioral Sciences and Motivational Theories
The above Drucker quote was resultant of the evolution of the Human Relations School during the 1930’s. The Hawthorne Studies by Mayo, Roethlisberger and Whitehead had expected to measure changes in the employees’ working environment and any effect on productivity. You may recall the research revealed any changes that were observed were caused by something as succinct as how the employees were treated.
On a consistent basis this is how productivity, diminishing returns and employee demotivation are fomented:
Creates a company environment of internal politics as the way to get promoted.
Promotes destructive internal competition between workers.
Changes the rules in the middle of a project.
Creates unclear expectations regarding employee's performance and results.
Creates a bureaucracy of forms and reports and unnecessary rules for individuals to follow.
Over manages (tells what to do, how to do, and controls) vs. leading and does not allow autonomy.
Withholds information that individuals need to perform their jobs, lying, and claiming it’s a misunderstanding.
Takes time from people by having them attend unproductive meetings.
Emphasizes criticism and negative feedback vs. recognition and positive feedback.
Tolerates poor performance of others so that high performing people feel taken advantage of.
Treats people unfairly and show favoritism to a select few.
Under utilizes the capabilities of people and inhibits their personal growth
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If we are going to blame other’s for the mishaps in our life we must also thank them for blessings in our life.
I remain uncertain if any of us quite appreciate the importance of trust. We retain the unconscious position that trust is black and white with others while an ever expanding gray area in ourselves. Trust webinars, books, and conferences prevail upon us at an increasing rate when the need for trust in those particularly in top roles continues to reign elusive beyond lip service. In the Ben..
As we do our best to present our “perfect” best at work we sometimes leave instead the remnants of our tattered authentic self. We long to belong despite our imperfections. We know what they are and yet hope they are oblivious to none other. There have been times we have all had to endure the ridicule and isolation of others leaving
Ask yourself this question. Am I the leader I started out wanting to become? Why not? What changed? Character as it relates to leadership has taken on a particular interest for several years. An overwhelming desire to live a life of ethical consistency appears to prevail on the most passionate leaders who deign to merge passion with consistency.
It shouldn’t come as a surprise that companies claiming to be transformational are proliferating. When one looks deeper into whether those organizations are truly redefining what they are and what they do, stories of successful change efforts are exceptionally rare. Which is why most leaders have more in common with the Wizard of Oz than Peter Drucker.
We simply can’t do everything, but if we focus on delegation, we aren’t going to miss out on crucial opportunities. When we delegate work, we expect employees to satisfactorily complete that task. We’ve given them the guidelines with the expected outcomes with little room for creativity and problem-solving.
So, what’s the secret of overcoming fear?
The way we think and feel about our self, including our beliefs and expectations about what is possible for us, determines everything that happens to us.
When we change the quality of our thinking, we change the quality of our life, sometimes instantly. Just as positive words can make someone smile or a well-timed humorous quote can make someone laugh, our thoughts react to the world in real-time.
We have complete control over only one thing in the universe — our thinking – and that’s where motivational quotes come in!
