Motivation and Getting From A to B

How do you get from A to B? A simple question. You get in the car, point the steering wheel, feel the structure around you, confident the engine is well built and the chassis is comfortable, and then, releasing the brake, you put your foot down on the pedal. Easy! Well, that’s how it works geographically, but the analogy is apt.

How do you get your organisation from A to B? What is the steering wheel? The steering wheel is the direction you are pointing in; it is your aim, your organisational objectives, your business plan and the strategy by which you might achieve that direction. Indeed, to pursue the car analogy, the steering wheel links to the four wheels that turn with the slightest touch. The four wheels? And the one in the boot! Five wheels, perhaps the four or five Ps of marketing: promotion, price, product, place and positioning. These carry the body of the car.

That engine, so superbly engineered may be, that the journey can be pretty effortless; together with a chassis and decor that is so comfortable. These are the skills and knowledge that you need to compete in the modern business arena. You need competitive advantage, and so depending on the business that you are in, you need to make sure your engine is big enough for the journey, can deal with the terrain and carry the load. Clearly, this driving engine is the skills you need, whereas the chassis and the environment are the knowledge that can make things so much easier, and make you look so good too.

One thing remains to get from A to B: we have the car, the wheel, and all is beautiful, but we need to release the brake – we need to commit to go forward, but then we expect the car to go. Yes, if one condition is met: if the car has fuel. Do we have any fuel in the engine? Dear me, it’s a 4 litre V8 engine, a marvel, but it’s not moving, because for the want of fuel it can’t. For the want of fuel it can’t – what a tragedy. And what is the fuel?

You have it: fuel is the motivation that drives the car, which drives people. In other words, to be motivated. As I like to say: nobody goes to work on a Monday morning because of their personality, or because of their aptitude, but because of their motivators. And for all their ‘strategising’, how strategic an issue is motivation for most organisations? How much time is spent motivating or planning to motivate their staff? Motivation is at least 70% of the engagement package; how, then, can organisations be running engagement programs and the word motivation is not even in their lexicon?

If you want your car to get you from point A to point B then fill her up with fuel. If you want your staff – if you want you! – to achieve your business plans, then consider motivation and how you are going to motivate yourself and them.

Motivational Maps have licensees in twelve countries across the world – and are now in six languages – and there are plenty more countries to penetrate! Even within those twelve countries where we currently are, there is big scope for further expansion.

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