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Recalibration III.

In my past post, I started to explore the concept of motivation and called attention to why being motivated isn’t always a good thing.

In thinking about my personal and professional lives over the past decade – particularly as it relates to the concept of motivation – I’ve learned the concept of motivation cannot, and perhaps should not, be discussed without a keen focus on the “goal” or objective.  In my opinion, you cannot be motivated to do something if you aren’t sure what you’re motivated for, and goals don’t become real unless someone is actively doing something to make sure they are realized.

Of course, this sounds obvious, right?  In my opinion, it becomes less obvious when there is misalignment between the two.  The purpose of this post is to further explain this connection, highlight the risks when there is misalignment, and illustrate what it means to have “ideal” alignment.

I think achievement of a goal or objective comes down to five things:

1. Understanding what it is that you want and why.
2. Understanding the pathways to bring you towards that goal.
3. Introducing appropriate motivators to push you towards your goal.
4. Periodically ensuring the motivators are working appropriately or need to be replaced.
5. Advance towards a place where supplemental motivators are not required.

Let’s use an example to walk through this process.

Let’s say that you are trying to lose weight.  In order to keep you moving in the right direction, you share your goal with your family and friends.  After all, you may need them to help you stay on track.  And of course, there are many other “motivators” including rewards that you give yourself for reaching milestones in your weight loss journey.  Collectively, this is what I call a motivation framework or motivation support system.  In most cases, having a support system is a good idea.

If your goal is aligned with your values and mission, you’ll find that your motivation level and your ability to reach your goal feeds upon its own successes.  Because your mind is not bound within a self-justification cycle (“I want to lose weight because …”) the energy pathways between mind and body are in alignment and you can ultimately achieve a state of “flow”.  By achieving this state of being, your need for supplemental motivators decreases rapidly and you become further empowered to take on greater challenges (i.e. “I lost ten pounds, but I feel good enough to lose another ten!”).

If however, your wish to lose weight is indirectly connected to your values and purpose, a number of things can start to happen.  First, your support structure may start to “overrun” your initial desire – i.e. your motivation support group may end up being more motivated than you are!  When and if this occurs, you may find that your own motivation starts to plummet and you end up doing less than before.  This downward spiral can proceed even further when your support system begins to run out of energy (i.e. they are no longer providing any motivational support) and/or begins to show its disappointment that you are not reaching your goal (showing evidence that perhaps your support structure wasn’t the right choice to begin with).

As you can start to imagine, this single disconnect between goal identification and values/mission has the potential to negatively influence other aspects of your life – i.e. “If I can’t lose ten pounds with support, how can I do anything?”

In order to have true alignment between goal and motivation, I think one needs to pay close attention to the following:

  • Understand what it is that you want. Keep in mind that this can be a moving target – that’s okay.  If your desires change, ensure that your motivation and motivation support structure changes as well.  If your goals are changing frequently, it might be appropriate to revisit your values and mission.
  • Make sure that your motivation does not require constant support. If it does, it’s possible that don’t want to achieve the goal in the first place.  Along similar lines, if you are tackling the right goal and have the right motivation framework in place, you’ll find that your pursuit of the goal will be natural and the need for motivational support will be much less.
  • You are human. Waning feelings of motivation are normal and may not require significant changes to your goal or support structure.  Instead, you may need to look elsewhere to understand these feelings.

In my opinion, the ideal state is having a goal that is directly linked to your core being and ultimately drives you. It’s the catalyst and energy source for all action.  Without this source, your source for motivation will always need “supplemental power sources” (at least to some extent).  I think that achievement of the farthest end of this motivation maturity scale is the identification and pursuit of a goal that is ultimately self-powered.

In my next post within this series, I’ll spend more time focusing on the human aspect of motivation and goal attainment – this is ultimately where I’ll introduce the next area of “recalibration” which is persistence.

Recalibration II.

Motivation: … the psychological feature that arouses an organism to action toward a desired goal; the reason for the action; that which gives purpose and direction to behavior.” (Source unknown)

In my last post, I highlighted three main areas where I would like to improve – self-motivation, perseverance and connection.  In this post I’ll continue my exploration of motivation.

All too often, the word “motivation” has a positive connotation.  After all, how often do you hear public speakers or other leadership types exclaim “Be Motivated!”  Because of this, how can one not assume that being motivated is always the right thing to do?

In contrast to public opinion, I believe that being motivated to do something isn’t always the right decision.  Why?  Because you could be motivated to do the wrong thing – i.e. something that is misaligned with your core values and/or for the wrong reasons.  In the above definition, it’s easy to assume that the goal or “reason for the action” is clearly known, but in many cases it may not be.

In thinking about this concept, my belief is that truly understanding what motivates one to do something can ultimately help one achieve a particular goal faster than if that level of awareness is left unchecked. Along a similar path, gaining this understanding early on can also highlight whether the goal should be abandoned entirely – i.e. is being motivated truly the right path in a given situation?  In short, I think one needs to have a clear understanding of the goal (and the reasons why achievement of that goal is worth the pursuit) before being motivated to act.

Let me share a personal example to illustrate this concept in more depth.

I grew up in a family where education and success went together.  Over time, I started to believe that my success (the goal) was primarily dependent upon my education.  Not withstanding my desire to learn, even after my master’s degree I continued to take classes in the hope that I would eventually acquire enough knowledge to be “successful”.

My business coach challenged this long-standing belief late last year when I started formulating the basis for Big Generator.  Up until that time, I never thought that I was truly ready to move forward.  Did I know enough?  Did I have enough experience? The answer is that I’ll never know enough.  Thus, I consciously decided to accept this fact and the rest would need to come with more experience.

This example is relevant because being motivated to continue with my education vs. moving forward with my business could have been the wrong decision over the long-term.  Thus, being motivated to carry out the wrong goal for the wrong reasons doesn’t make the activity right.  Instead, being motivated to advance the business while continuing to gain knowledge is the right decision for me at this time in my life.

Formal education, while deemed worthy in nearly all contexts, is actually the direct opposite in this example.  In essence, formal education was employed as a “motivator” to help me meet a goal that I call “success”.  However, “success” takes more than being well-educated.  Thus, taking inventory of what I wanted to do and identifying the right motivators allowed me to break out of this cycle and make alternative decisions.

This isn’t to say that there will not be times when the mantra of “get motivated” doesn’t have value – particularly in situations where you aren’t excited about the path you’re on, but there really isn’t any choice but to use an alternative (positive) perspective and go ahead with the task at hand.  However, in the grand scheme of things, it’s important to understand what it is that you want and build a motivation framework to help you achieve that which you are seeking.

In my next post in this series, I’ll go into more depth about this framework and show some guidelines to make sure that you are motivated for the right reasons.

Recalibration I.

I read an article in a recent issue of The Atlantic which focused on the worsening employment outlook for today’s economy. The article painted a fairly dismal picture connecting unemployment with a vast number of downstream impacts, including socio, interpersonal and self that had negative consequences many years after the economic downturn.

The article sheds light on several impacted demographics – including recent graduates looking for work. This particular demographic – known as the “Millennials” or “New Boomers” – is referenced in a book called “Generation Me” by Jean Twenge, an associate professor of psychology at San Diego State University.

In her book, Twenge ties the manner by which this generation was raised, their resulting high self-esteem, and their potential long-term success, particularly when faced with a jobless economy.

She notes that “… self-esteem in children began rising sharply around 1980, and hasn’t stopped since.  By 1999, according to one survey, 91 percent of teens described themselves as responsible, 74 percent as physically attractive, and 79 percent as very intelligent. (More than 40 percent of teens also expected that they would be earning $75,000 a year or more by age 30; the median salary made by a 30-year-old was $27,000 that year.) Twenge attributes the shift to broad changes in parenting styles and teaching methods, in response to the growing belief that children should always feel good about themselves, no matter what. As the years have passed, efforts to boost self-esteem—and to decouple it from performance—have become widespread.

“These efforts have succeeded in making today’s youth more confident and individualistic. But that may not benefit them in adulthood, particularly in this economic environment. Twenge writes that “self-esteem without basis encourages laziness rather than hard work,” and that “the ability to persevere and keep going” is “a much better predictor of life outcomes than self-esteem.

This really struck a chord with me as I have always believed that the key to success is self-confidence.  The fact that “… the ability to persevere is a better predictor of life outcomes” is a refreshing perspective.  In fact, I wonder if my challenge isn’t more about perseverance than it is about confidence.  This is an opportunity.

In thinking more about my development in 2010, I would like to improve my skills in three main areas – self-motivation, persistence and connection.  While I am not necessarily lacking in these three areas, it can be difficult to measure progress without a clear understanding of the underlying maturity model associated with each.  This exploration is also key to further push the “advancement envelope”.

The concept of motivation is something that ultimately drives one to achieve something. If you aren’t motivated to do anything, then it’s unlikely that positive things will happen to you (or anything for that matter).  However, motivation can be measured on a scale all of its own.

Of course, the two extremes are obvious – you are motivated to act, or you aren’t.  But what’s in the middle? How do you measure motivation?  And is there just one dimension to this motivation scale?

Let’s explore this concept in more depth.

A wish to learn new things has been a primary motivator in my life.  To go a step further, formal education can be an excellent motivator all on its own – you pay someone to teach you and indirectly hold you accountable through deadlines, quizzes and exams.  Through the process, you naturally become motivated to get a good grade.  In essence, this becomes a self-fulfilling prophecy of its own – i.e. I want to learn so I take a class, which pushes me to learn more through the identification of a “grade” which allows me to achieve the goal I originally set out to do.

Another commonly heard motivator is money or material wealth.  While money does not bring happiness, studies have shown that people who have a reasonable amount of wealth are generally happier than those who do not.  Thus, attaining money is a powerful motivator.  But is money the motivator, or is the happiness that seems to come with it?

A third motivator is the simple act of pleasing others.  Your relationships with your family and friends may be important enough to drive you to act independent of goal.  Doing something to please others can be its own self-fulfilling prophecy  – i.e. your contributions give a sense of happiness to the other party which can improve the relationship (you are both happy).  The complexity in this case arises when the motivator begins to take on a life of its own.  Using the example just described, this motivator can start to work against the actor if the entire reason for acting is the underlying happiness of the other.

As you can begin to see, the concept of motivation is fairly complex.  What may be labeled as the motivation “source” may in fact be a mask for the true motivator (i.e. is it money or happiness?)  Motivators can also be deceiving – a genuine motivation source may begin to erode over time if the aim isn’t becoming increasingly visible.  Motivators can also be visualized to gain a greater understanding of what is driving (and perhaps what should be driving) the activity.

In a later post under the same title, I’ll explore this concept in more depth.  I’ll also start to introduce the concept of perseverance as I believe the two are closely related.

Twilight Struggle: Starting Off.

In another way of opening new “mental horizons”, I purchased a boardgame called “Twilight Struggle”.  Here’s the description from the rulebook:

Twilight Struggle is a two-player game simulating the forty-five-year dance of intrigue, prestige, and occasional flares of warfare between the Soviet Union and the United States.  The entire world is the stage on which these two titans fight to make the world safe for their own ideologies and ways of life.  The game begins amidst the ruins of Europe as the two new ‘superpowers’ struggle over the wreckage of the Second World War, and ends in 1989, when only the United States remained standing.

Here’s the official website for the game: http://www.gmtgames.com/nnts/main.html

The game is comprised of a fairly large board (referenced from here on as the “game map”), 103 cards, 228 cardboard markers, the core rulebook and two “aid” cards (one for each player).

You can see what the board looks like here: http://www.gmtgames.com/nnts/TSsamplemap.jpg

As I have some familiarity with games such as this, I know from experience that it’s helpful if you can identify three main things:

  1. What is the objective of the game? (this helps set your destination)
  2. Are there any optional rules? (this helps you “eliminate” rules from the core set)
  3. What is the sequence of play? (this helps you gain context and increase your focus)

Having some very basic experience with more complex games, such as Squad Leader and Advanced Squad Leader (more on the latter in future posts), I have learned how not to be overwhelmed with the amount of content (rules, pieces, etc.) and instead focus on the core elements to get a “basis” from which to operate (play).

Let’s start by answering the questions posed above.

What’s the objective? According to the rules:

The object of the game is to score Victory Points (VPs).  Regional Victory Points are scored through geographic Influence over the six Regions.  VPs can also be received through the play of certain Events.  Each region has its own ‘scoring card’.  Playing a scoring card causes Victory Points to be scored, based on how much influence each superpower has in that region at the time the card is played.

Let’s stop here and analyze this paragraph.

The answer to the original question is summed up in the first sentence: “score Victory Points (VPs)”.  That sounds straightforward enough.  What else?  Well, we know that Victory Points can be attained in two ways – 1) through geographic Influence over the six Regions, and 2) through the play of certain Events.  The capitalization of the words ‘Influence’ and ‘Events’ is not random – these represent concepts that we’ll need to understand as we get further into the rulebook.

Are there any optional rules? It turns out that there are some optional rules – these are found in section 11.0 of the rulebook – entitled “Tournament Play” – and at the very end of the manual which are entitled “Designer Optional Rules”.  Since we’re just learning how to play, we can ignore these sections.

Going a step further into the rulebook, we can also identify other sections that we may be able to (temporarily) ignore.  (Again, our goal at this stage is to learn how to play in a short period of time.)

The manual is 28 pages in length and is comprised of the following six sections:

  1. Core Rules (pgs. 1-9)
  2. Extended Example of Play (pgs. 10-15)
  3. Card Histories (pgs. 16-25
  4. Designer Notes (pgs. 26)
  5. Counter Inventory (pg. 27)
  6. Miscellaneous (pg. 28)

In scanning through these sections, we only need to pay attention to sections 1 and 2.  And if we are brave enough to ignore the “example of play” section, we’ve narrowed our focus to a third of the manual!

What is the sequence of play? Our last step is to find out how the game is structured.  We first need to know how many turns there are in a typical game.  Sometimes games can go indefinitely and are not restricted to a specific turn count – Twilight Struggle is not one of them.

According to the rules, Twilight Struggle has ten turns and each turn has the following structure:

  1. Improve DEFCON Status
  2. Deal Cards
  3. Headline Phase
  4. Action Rounds
  5. Check Military Operations Status
  6. Reveal Held Card (Tournament Only)
  7. Flip ‘The China Card’
  8. Advance Turn Marker
  9. Final Scoring (after Turn 10 only)

Given this, a standard game of Twilight Struggle will contain 80 discrete steps.  If you spend two minutes on each turn (as an example), the game will take a little less than two hours.  While you are not bound to any specific deadline, it’s important to have a high-level assessment of how long the game will likely take.  It’s a good barometer to help you improve as you gain more play experience (more on this later).

At this stage, we now have a better understanding of what we’re dealing with!  This small time investment will start to make things significantly easier for us as we take a closer look at the rules.

Part of the enjoyment for me is to learn the mechanics of the game, but real enjoyment ultimately comes when you can get beyond the sheer mechanics and really start to think about strategy and winning the game.  That’s our ultimate destination in this journey.