Throughout the history of this Motivational Memo blog, and running through the Mapping Motivation series of books, we have discussed the importance and efficacy of creating, and nurturing, good teams. As stated in the first Mapping Motivation book, “Everybody knows that teams are important because there is a relentless confirmation of this fact in the media, in education, and throughout organizational life. Our everyday expectations are that people should be ‘team players’…” The fifth (and final) Mapping Motivation book, coming out in December 2020, will exclusively deal with teams in all their complex and wondrous glory. So, in order to prepare you for these new insights, I thought it would be worth recapping what we already have learned about teams on this journey.
Author Archives: mappingmotivation
WHAT WE CAN LEARN FROM “INCEPTION” ABOUT INSPIRING CHANGE
Whatever our situation, whether we are furloughed and awaiting a return to world, employed but in completely different circumstances to what we’re used to, currently jobless, freelance or self-employed, or running a business, one thing remains clear: we have to find a new way to operate to survive in this climate, whether survival means bringing in sufficient revenue as an organisation, avoiding succumbing to mental burnout and exhaustion, or finding another job.
WHY MOTIVATION IS MORE IMPORTANT THAN EVER
This is a time of upheaval, change, adaptability, and perhaps most significantly: a time where a huge majority of people feel uncertain, de-motivated and de-energised, and in need of guidance.
THE ORIGINS OF THE MOTIVATIONAL MAP
The Motivational Map is a self-perception inventory that measures what motivates us and how motivated we are in our current role. It is a tool that offers us insight into what really drives us and energises us, both in the workplace and beyond. The Maps have their roots in three primary sources: Edgar Schein’s Career Anchors, Maslow’s Hierarchy of Needs, and the Enneagram. There is a common misconception that the Map is a “personality profiling” tool, but nothing could be further from the truth
Interview with a BP #10 Richard Knight
“The organisations that are really going to thrive out of this are the ones that recognise there are certain people who can work remotely, and there are certain people who can’t. It’s all about energy. If I haven’t got it, if I’m sat at home with low motivation, I’m not going to be able to operate effectively. It just underlines what a massive opportunity this is.”
Interview with a BP #9 Kathryn Horton
“Often when we go into companies, managers will say: we need to get them to do this, and get them thinking about change more, and be more positive, and be more optimistic. All these things they come up with. Look at things from a different viewpoint. Not let things get on top of them! And all of these things, when we talk about up-skilling, are about changing behaviours. If you want to teach someone Sales skills, then they have to pick up the phone, communicate differently. They need to build rapport, build trust. You’re asking them to change the way they do things, change their behaviour. But of course that’s not easy. To be able to change behaviour, the way you do things, you’ve got to change the way you think. Well, now you’re in a minefield!”
5 Key Things to Remember About Motivation Part 5: Change
Change management is still the order of the day. Though we dress it up in different terms, such as organisational adaptability or agility or flexibility, the reality is the same: we need to help people in organisations cope with change. And there is more change coming our way now than ever before with the potential of automation, new technologies, and shifting economies and industries. But how do we really know how people feel and how their motivators contribute to or block change?
5 Key Things to Remember About Motivation Part 4: Teams
Teams are a vital part of any organisation, yet few organisations really cultivate and nurture teams. In fact, it can be difficult even to define what the difference between a group or department and a team is. However, there is a difference, and a significant one at that. Teams, especially high-level teams, become the sum of far more than their component parts.
5 Key Things to Remember About Motivation Part 3: Performance
When it comes to performance, most managers and business leaders prioritise strategy and skills, neglecting the all-important third crucial ingredient: performance. You can have direction and strategy, and you can have all the skills and knowledge in the world, but without motivation, it isn’t going to go very far.
Interview with a BP #8: Paul Ward
Becoming a Business Practitioner is a big step, but the rewards are also tremendous. We wanted to speak with our BPs and get a sense of what they felt the biggest challenges and rewards of being a BP were, as well as foreground the amazing work they do. This interview with Paul Ward is our eighth instalment, revealing the secrets of life as a BP and the incredible difference they make in the Maps community and beyond.
The Mapping Motivation Series 