Latest / Break The Leadership Script / Stop Motivating your Team............Part 2

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Stop Motivating your Team............Part 2 · Break The Leadership Script

• 0:00
  SPEAKER_00: Welcome to break the leadership script.
• 0:02
  SPEAKER_00: The leaders really challenge.
• 0:05
  SPEAKER_00: Each week we give you 17 minutes to challenge technical.
• 0:10
  SPEAKER_00: Because most leadership advice sounds good if we fall apart on your real pleasure.
• 0:16
  SPEAKER_00: We break people's leadership scripts.
• 0:19
  SPEAKER_00: Every episode we take a common leadership belief to be tested against reality and ask, does it actually hold up when people in the culture are involved?
• 0:29
  SPEAKER_00: Then we reframe it.
• 0:31
  SPEAKER_00: Practical, honest, effective.
• 0:33
  SPEAKER_00: No fluffy.
• 0:35
  SPEAKER_00: Just real insight you can use.
• 0:37
  SPEAKER_00: With your hosts, Alex Rivas and Mark Noon, let's break the leadership script.
• 0:44
  SPEAKER_00: Hey, welcome back.
• 0:45
  SPEAKER_00: We are jumping right back into the motivation topic from last week.
• 0:49
  SPEAKER_00: And uh other we we got the same clothes on, but we switched chairs just to make it a little bit different.
• 0:53
  SPEAKER_00: And for those of you that are not watching the video, you wouldn't know that anyway.
• 0:56
  SPEAKER_00: But we had to let you know, hey, we are motivated just with the fact we get to talk about motivation.
• 1:01
  SPEAKER_01: Yes, sir.
• 1:02
  SPEAKER_00: Um so just to recap a little bit from last week, you know, we we we talked about this um intrinsic versus extrinsic, right?
• 1:10
  SPEAKER_00: It is it should we be motivated from within?
• 1:12
  SPEAKER_00: And why do some people have what seems like motivation to do things and other people don't have motivation to do anything?
• 1:19
  SPEAKER_01: Yeah, that's a I mean that that alone could be a whole podcast episode.
• 1:23
  SPEAKER_01: And uh I do like how you said seems like motivation.
• 1:26
  SPEAKER_01: Because I think sometimes some people take someone moving fast as motivation, like, oh, they're doing so much and they have everything put together, when in reality it's it's actually not, you know.
• 1:37
  SPEAKER_01: So it's like what is real intrinsic motivation or why are they doing the things that they're doing?
• 1:42
  SPEAKER_01: Um, and the other end, why people don't have the motivation, I think it goes back down to that purpose idea.
• 1:48
  SPEAKER_01: You know, when people don't see the purpose in things, um, you see that a lot.
• 1:53
  SPEAKER_01: It's like, well, what's the point, right?
• 1:55
  SPEAKER_01: And a lot of people who suffer from you know mental health ill illnesses like with depression or anxiety, it's a lot of those same things.
• 2:02
  SPEAKER_01: Like, what is the purpose behind what I'm doing?
• 2:05
  SPEAKER_01: I don't see that purpose.
• 2:06
  SPEAKER_01: Yeah.
• 2:06
  SPEAKER_01: So a lack of purpose can really, really is one of the biggest I see demotivating things.
• 2:13
  SPEAKER_00: So when you think of how leaders motivate, how do they demotivate?
• 2:19
  SPEAKER_00: What kills that motivation for people that are really excited?
• 2:23
  SPEAKER_00: You know, you get the new person on the job and they're so excited about doing the work, and all of a sudden you you see them a month later and they they're like, they're not motivated anymore.
• 2:32
  SPEAKER_00: Something happens, something happens, the leader kills it, somebody kills it.
• 2:34
  SPEAKER_00: What happens?
• 2:35
  SPEAKER_01: I'm sure it's different for everyone, but for myself, I believe micromanaging is probably one of the biggest demotivating uh factors.
• 2:43
  SPEAKER_01: And I and I thought of this example.
• 2:45
  SPEAKER_01: Um I'm a big gamer, so I've always loved video games.
• 2:48
  SPEAKER_01: And when I was younger, I will never forget this moment where my younger cousin was with me, my brother's playing, we were playing PlayStation, and he wanted to play, but he couldn't play the game we were playing, so I gave him a controller that was fake, it wasn't really in the game, right?
• 3:04
  SPEAKER_01: And he started on it, he was excited, and then about maybe two minutes later, he throws the controller, and I'm like, What are you doing?
• 3:12
  SPEAKER_01: You're playing.
• 3:13
  SPEAKER_01: He goes, It's not real.
• 3:15
  SPEAKER_01: And when I was going over this, I was like, that's exactly what micromanaging does.
• 3:19
  SPEAKER_01: Yeah, right?
• 3:20
  SPEAKER_01: The ownership of the task that's given is not real.
• 3:24
  SPEAKER_01: It's it's a fake, like, oh, I'm I'm letting you do this, but in reality, I have full control over it.
• 3:29
  SPEAKER_01: And to me, that's very demotivating.
• 3:31
  SPEAKER_01: He didn't want to play anymore, and he left.
• 3:33
  SPEAKER_01: Yeah, right.
• 3:33
  SPEAKER_01: Completely demotivated him from being excited to wine to play with his cousins, you know.
• 3:38
  SPEAKER_00: You know, I think for leaders, when when we shut people down, um, when they're excited about things, uh I I remember this.
• 3:44
  SPEAKER_00: This happened, oh, it's happened so many times in the military.
• 3:47
  SPEAKER_00: Some somebody would go to a leadership academy, uh, NCO leadership academy, senior NCO officers, different different academies or or leadership uh you know conferences they would go to, and they get all excited about what they learned, and they would come back and here's what I heard, I actually heard leaders say this.
• 4:03
  SPEAKER_00: Yeah, that was great while you were there, but here's how it works here, and and it doesn't work that way.
• 4:07
  SPEAKER_00: And so it's just this we just squash it.
• 4:09
  SPEAKER_00: They're all excited about new ideas and how they're supposed to lead and how they're supposed to operate, and somebody says, no, that's not how we do things.
• 4:16
  SPEAKER_00: Or somebody comes up with a new idea, and this is the wow, probably one of the biggest killers of motivation.
• 4:21
  SPEAKER_00: We say you come to me with it's oh Mark, I got this great idea.
• 4:24
  SPEAKER_00: We're gonna, I think we can do this, this, and this.
• 4:26
  SPEAKER_00: And I go, Yeah, we tried that before, it didn't work.
• 4:29
  SPEAKER_00: Okay, does that mean that the way that I'm gonna do it is is not gonna work?
• 4:33
  SPEAKER_00: That's what you're telling me.
• 4:34
  SPEAKER_00: And so so why would they come?
• 4:35
  SPEAKER_00: And then we can't figure out why we can't grow or we can't expand or we can't learn, we can't, you know, continue on because we've squashed any new ideas.
• 4:45
  SPEAKER_00: Yep.
• 4:45
  SPEAKER_00: So I think there are there there are external motivators that we can do as leaders.
• 4:49
  SPEAKER_00: We can we can inspire them in ways we can motivate them.
• 4:54
  SPEAKER_00: Observation, we talked about that last week.
• 4:56
  SPEAKER_00: Observing.
• 4:56
  SPEAKER_00: Here's an example of observing.
• 4:59
  SPEAKER_00: Um I have a friend Kyle.
• 5:01
  SPEAKER_00: Kyle and I run, we bike ride together a lot more now.
• 5:04
  SPEAKER_00: We don't run as much now as we used to, but we do a lot of bike riding together.
• 5:07
  SPEAKER_00: But we were out running one day here in the local area, we're running across this bridge.
• 5:12
  SPEAKER_00: Before we got to the bridge, he and I are side by side and we're we're we're just like this.
• 5:15
  SPEAKER_00: We're running together, we're talking, we're having a conversation, and we're coming up to this bridge, and the bridge is real narrow.
• 5:20
  SPEAKER_00: And because the bridge isn't real narrow, we can't run side by side, so we have to go single file.
• 5:25
  SPEAKER_00: And I said to him, I said, Hey, Kyle, we're gonna cross this bridge.
• 5:28
  SPEAKER_00: When we get to it, do you want to take the lead and go across first, or would you rather me take the lead?
• 5:33
  SPEAKER_00: He goes, This is what he said to me.
• 5:35
  SPEAKER_00: He goes, I'd rather take the lead because I like running from the front.
• 5:40
  SPEAKER_00: I thought, that's an interesting statement.
• 5:42
  SPEAKER_00: So we run across the bridge and we get to the other side, we get side by side again.
• 5:46
  SPEAKER_00: I said, Tell me about that.
• 5:47
  SPEAKER_00: You like to run from the front.
• 5:48
  SPEAKER_00: He said, Yeah, I like to be in the in the front of the pack running because knowing that there's people behind me chasing me motivates me.
• 5:56
  SPEAKER_00: I went, Well, that's an interesting statement because I like to run, and I told him this, I like to run from behind because my motivation is trying to catch the person in front of me.
• 6:05
  SPEAKER_00: And once I catch them, I want to catch the next one.
• 6:08
  SPEAKER_01: Yeah.
• 6:08
  SPEAKER_00: So sometimes in a race like that, if I have a chance to take the lead, I'm not going to take the lead because that is not motivating for me.
• 6:15
  SPEAKER_00: I want to be behind that lead person and then pass them at the end and win the race.
• 6:19
  SPEAKER_00: It was an observation, it was a conversation that neither one of us would have ever thought about, but it's what motivates us when it comes to running a race.
• 6:27
  SPEAKER_00: But if you don't have conversations like that, or you don't put people in scenarios or situations where you can learn what motivates them, you'll never figure it out.
• 6:36
  SPEAKER_01: Yeah, exactly.
• 6:37
  SPEAKER_01: That's kind of what we talked about last episode.
• 6:39
  SPEAKER_01: It's like taking the time to sit with your people and figure out what's motivating them or demotivating them to really help them.
• 6:47
  SPEAKER_01: And it is true, as leaders, if you want to be a good leader and have a successful business with a good team, you have to take that role.
• 6:56
  SPEAKER_01: You know, and if you don't want to, you need to figure out what's demotivating you from doing that.
• 7:01
  SPEAKER_01: Right?
• 7:01
  SPEAKER_01: Like, what are the things that, well, I just don't care.
• 7:03
  SPEAKER_01: Well, then that's a problem.
• 7:05
  SPEAKER_01: Yeah, you know.
• 7:05
  SPEAKER_01: Yeah.
• 7:06
  SPEAKER_01: So uh I think that that that's a that was a great example because that's you know, I was actually thinking myself, well, I want to be in the front or want to be chasing.
• 7:13
  SPEAKER_01: Yeah, I think I'm probably more of a chase.
• 7:14
  SPEAKER_00: Yeah, now our audience is thinking the same thing.
• 7:16
  SPEAKER_00: Like, how do I like to operate, right?
• 7:18
  SPEAKER_00: Yeah, it's exactly.
• 7:18
  SPEAKER_00: Yeah, but it's it's it's sort of like we talked last week about the the the you know, are we chasing the bonus or are we chasing the loss?
• 7:24
  SPEAKER_00: So the the thrill of gain is is not as great as the the fear of loss.
• 7:28
  SPEAKER_00: So when it comes to motivators, there's six motivators, and we do this in assessments all over the country.
• 7:32
  SPEAKER_00: And it's one of my favorite things to do is the disk assessment, the behavioral assessment, the DISC, which is a uh red, yellow, blue, and green for those of the like the color part of it.
• 7:42
  SPEAKER_00: But there's the motivators part that a lot of organizations don't do when they do these kind of assessments.
• 7:47
  SPEAKER_00: And the motivators is what we find out drives people to do what they do, but it also is the source of conflict.
• 7:55
  SPEAKER_00: And when you understand the motivators, the sources of conflict tend to diminish.
• 8:00
  SPEAKER_00: And when I when I talk about the sources of conflict, I uh last week I mentioned my wife is an aesthetic motivator.
• 8:05
  SPEAKER_00: She loves the beauty of things.
• 8:07
  SPEAKER_00: All in the presentation, she's telling me this all the time.
• 8:09
  SPEAKER_00: It's all in the presentation.
• 8:11
  SPEAKER_00: And if you look at food, when you watch food channels, it's not that they're you can't even taste the food because you're watching it on TV.
• 8:18
  SPEAKER_00: But when you see it, you want it because of the way it's presented.
• 8:22
  SPEAKER_00: It's like a fast food food commercial.
• 8:24
  SPEAKER_00: You ever seen a hamburger that was mismatched or wasn't perfectly displayed on the commercial?
• 8:29
  SPEAKER_00: No.
• 8:29
  SPEAKER_00: They show you a Big Mac and it's it's got everything is perfect.
• 8:33
  SPEAKER_00: It's line perfect.
• 8:34
  SPEAKER_00: I mean, that's what makes it look good, yeah, right?
• 8:36
  SPEAKER_00: You don't even know what it tastes like, but it looks, and that that motivates her.
• 8:41
  SPEAKER_00: I am not motivated that way.
• 8:42
  SPEAKER_00: I'm motivated uh as a utilitarian.
• 8:44
  SPEAKER_00: So utilitarian is the return on the investment.
• 8:47
  SPEAKER_00: So if we buy a ceiling fan, her and I, she's looking for the beauty, she's looking for the aesthetics.
• 8:52
  SPEAKER_00: My number one concern is how much does it cost?
• 8:55
  SPEAKER_00: What's the return on my investment?
• 8:56
  SPEAKER_00: How much air does it move?
• 8:58
  SPEAKER_00: She's not concerned about those necessarily.
• 9:01
  SPEAKER_00: She's concerned about how it looks first.
• 9:03
  SPEAKER_00: So in a in a conversation about buying a ceiling fan, we can have a lot of conflict because I'm like, no, that costs too much.
• 9:08
  SPEAKER_00: She goes, but it looks good.
• 9:10
  SPEAKER_00: Yeah, but it doesn't move enough air, but it looks good.
• 9:12
  SPEAKER_00: You know, and so it's this conflict that that happens in in life.
• 9:15
  SPEAKER_00: We think about um the other one of the other motivators is individualistic.
• 9:19
  SPEAKER_00: That's a high, strong motivator for me.
• 9:22
  SPEAKER_00: That's the one where I I I I'm if you tell me what the end product needs to look like, and you give me the opportunity to do it the way I like, the way I want to do it, I'm excited to do that.
• 9:34
  SPEAKER_00: Now, as a as an if I if you're my leader and you tell me, Mark, I need you to do this, and I need you to do it this way, I can do that.
• 9:42
  SPEAKER_00: But if you tell me, Mark, I need this project, and here's how it has to look, just make sure it's done by Friday, go for it.
• 9:49
  SPEAKER_00: I'm excited now because now I get to do it the way I want to do it.
• 9:52
  SPEAKER_00: And it sounds kind of selfish, and it's not that it's selfish, it's that it's it's how I'm driven.
• 9:57
  SPEAKER_00: It's like doing a math problem for those of you that remember doing math in in ho as homework in in high school or college.
• 10:03
  SPEAKER_00: You the teacher told you here's how the problem is supposed to be done, but you go home and you figure out a way to get to the answer without doing it the way the teacher told you, that's an individualistic person.
• 10:15
  SPEAKER_00: That excites me.
• 10:16
  SPEAKER_00: When the teacher says, I'm not gonna give you credit for that answer, I got the right answer, but you didn't do the problem the way I taught it.
• 10:23
  SPEAKER_00: Okay, I can do that, but it's demotivating.
• 10:26
  SPEAKER_00: And you talked about demotivators, right?
• 10:28
  SPEAKER_00: A lot of times what we we find with people is we find out what doesn't moti motivate them.
• 10:32
  SPEAKER_00: So if that doesn't motivate them, what's the opposite of that?
• 10:35
  SPEAKER_00: This is what motivates them, right?
• 10:37
  SPEAKER_00: Does that make sense?
• 10:38
  SPEAKER_00: Yeah.
• 10:38
  SPEAKER_00: That's just three of the six.
• 10:39
  SPEAKER_00: What do you think about those three?
• 10:40
  SPEAKER_00: I mean, as as you I know you've been writing them down a lot.
• 10:42
  SPEAKER_01: I've been writing them down.
• 10:43
  SPEAKER_01: I'm like, I'm using this as my parenting tools with my son and my daughter.
• 10:47
  SPEAKER_01: No, but it's true.
• 10:48
  SPEAKER_01: It's like as you're speaking, I'm like, oh, my son is a lot more like this, my daughter's a lot more like this.
• 10:52
  SPEAKER_01: Yeah.
• 10:52
  SPEAKER_01: Um, and you know, I'm just waiting, can't wait for what the other three are.
• 10:56
  SPEAKER_00: Well, and here's the thing about that is with motivators, it it's not necessarily that we can observe what happened.
• 11:02
  SPEAKER_00: There's some parts of it we can observe and hear them say things, but there's other parts of it you really have to do a full assessment to be able to understand.
• 11:10
  SPEAKER_00: So one of the other ones that um is is what's called a traditional motivator.
• 11:14
  SPEAKER_00: Traditional motivators are people who are typically um religious have a strong traditional motivator.
• 11:20
  SPEAKER_00: People who are very culturally sensitive have a religious motivator or a sorry, a traditional motivator.
• 11:25
  SPEAKER_00: Meaning, like um, if they came from a European country, like say they came from from uh Ireland, they're Irish, but their cultural and their heritage is really a big deal to them.
• 11:35
  SPEAKER_00: A lot of times they're motivated by a traditional.
• 11:37
  SPEAKER_00: I don't know my heritage, I don't care what my heritage is.
• 11:40
  SPEAKER_00: I'm not motivated that way to understand that.
• 11:43
  SPEAKER_00: Traditional people are a lot of times very much rule followers.
• 11:46
  SPEAKER_00: Okay.
• 11:46
  SPEAKER_00: Um military people have a high traditional motivator.
• 11:49
  SPEAKER_00: They join because of the tradition of being in the military, the the uniform they wear.
• 11:53
  SPEAKER_00: Same with law enforcement.
• 11:54
  SPEAKER_00: Another one that's a difficult one for people is we call it a social motivator, but it's really a humanitarian.
• 12:01
  SPEAKER_00: People who are motivated by helping humanity.
• 12:04
  SPEAKER_00: Uh, we we coached uh the company coached uh United Way for a while.
• 12:08
  SPEAKER_00: United Way, there's nine women that worked at the United Way here in our local area, and six of them had the humanitarian or social motivator as their number one.
• 12:18
  SPEAKER_00: Well, they're in a perfect job.
• 12:19
  SPEAKER_00: They're their their whole focus of their job is to help humanity.
• 12:24
  SPEAKER_00: What a great motivator.
• 12:26
  SPEAKER_00: When when your motivator aligns with your job and the work you do, you're you're you are gonna be successful.
• 12:32
  SPEAKER_00: When it doesn't align, it doesn't mean you can't be successful, it's just gonna be a little bit more of a struggle.
• 12:38
  SPEAKER_00: The other the the sixth the sixth motivator is this it's the um the uh theoretical.
• 12:44
  SPEAKER_00: The theoretical is the person who really studies an information.
• 12:48
  SPEAKER_00: Now, if you have somebody in your organization who's highly theoretical, you give them a task like, hey, can you research this project or this topic for me?
• 12:56
  SPEAKER_00: They're excited.
• 12:57
  SPEAKER_00: They're like, give me, give me Google and let me go.
• 12:59
  SPEAKER_00: And they're the person who uh I'll give you an example of the difference.
• 13:02
  SPEAKER_00: When I have to Google something, I I might go to the first four things that come up on Google.
• 13:09
  SPEAKER_00: This is why the uh what do they call that?
• 13:11
  SPEAKER_00: The um I don't know, there's something about getting more clicks on your website that gets you higher on the Google list or something, SCC something.
• 13:19
  SPEAKER_00: Anyway, it it it's the top four are the ones I'm gonna go to.
• 13:22
  SPEAKER_00: I'm gonna click on it, I'm gonna read those.
• 13:24
  SPEAKER_00: I'm not gonna go to page two.
• 13:26
  SPEAKER_00: I have never been to page two on a Google search.
• 13:28
  SPEAKER_00: A theoretical person will get to page 10 on a Google search.
• 13:32
  SPEAKER_00: Oh wow.
• 13:33
  SPEAKER_00: Right?
• 13:33
  SPEAKER_00: And they'll get totally lost in it, but they will they will research every that's why AI, actually, to a theoretical person, AI is almost a detriment because it does all the research for them.
• 13:43
  SPEAKER_00: Yeah.
• 13:43
  SPEAKER_00: Theoretical people love to learn, they love knowledge, they love information.
• 13:47
  SPEAKER_00: Give you another example, theoretical.
• 13:48
  SPEAKER_00: This is why it's so funny.
• 13:50
  SPEAKER_00: I wanted to do a series of workshops for a company.
• 13:53
  SPEAKER_00: And the HR person, highly theoretical.
• 13:56
  SPEAKER_00: I figured this out only by the way he talked.
• 13:58
  SPEAKER_00: I didn't do an assessment at first.
• 14:00
  SPEAKER_00: I did an assessment later.
• 14:01
  SPEAKER_00: He wanted to do one three-hour workshop every week for his team.
• 14:05
  SPEAKER_00: I said, You will kill them.
• 14:07
  SPEAKER_00: They will die before they do three-hour workshop every week.
• 14:11
  SPEAKER_00: I said, let's do a three-hour workshop once a month.
• 14:14
  SPEAKER_00: And if that's too much, we'll go to twice once every two months.
• 14:18
  SPEAKER_00: He's theoretical, he's interested in knowledge, but the average person is not gonna sit through workshop after workshop.
• 14:24
  SPEAKER_01: So and you uh with when you're going and you're teaching and you're talking to different companies, how how much success is like I'm trying to see if I could word the question better, but how much more success do you see when somebody, similar to that example of the humanitarians and uh what was that United Way, do you see when people are more aligned with their work and what they're motivating factors?
• 14:50
  SPEAKER_00: Yes.
• 14:50
  SPEAKER_00: And it's it's not so much that their full job has to be aligned to that.
• 14:55
  SPEAKER_00: No, United Way is a great example because the I mean, six out of those nine, and the other three had it as like their secondary motivator.
• 15:01
  SPEAKER_00: So it wasn't like it it didn't exist in them.
• 15:04
  SPEAKER_00: I am not high on the social motivator humanitarian.
• 15:07
  SPEAKER_00: It doesn't mean I don't care about people, it just doesn't drive me the way that it does other people.
• 15:12
  SPEAKER_00: Right.
• 15:13
  SPEAKER_00: Right?
• 15:13
  SPEAKER_00: So it's so again, it it's not about one being better than another.
• 15:17
  SPEAKER_00: It's it's what it's it's really how it comes down to how you make decisions.
• 15:20
  SPEAKER_00: Yeah, they might make decisions more from a humanitarian perspective, and I might make it more from a return on the investment perspective.
• 15:27
  SPEAKER_00: They don't care how much money we're spending on helping people.
• 15:29
  SPEAKER_00: I'm like, well, I want to see a little bit more efficiency with that.
• 15:32
  SPEAKER_00: Yeah, um, but so I think that that so it's not that we can't do certain jobs, it's and here's right, here's where it comes back to this topic that we're we're breaking the script on.
• 15:42
  SPEAKER_00: Stop motivating your team.
• 15:44
  SPEAKER_00: It's not working.
• 15:45
  SPEAKER_00: But what is working is finding out what intrinsically already exists within them that drives them.
• 15:51
  SPEAKER_00: Tapping into that.
• 15:52
  SPEAKER_00: So if if I'm doing a job that's my job in the military world was highly detailed, highly analytical.
• 16:00
  SPEAKER_00: Not a job I would have chosen to do.
• 16:02
  SPEAKER_00: The military gave me that job, taught me.
• 16:05
  SPEAKER_00: I did well in the job.
• 16:07
  SPEAKER_00: But when the military allowed me to go outside of my normal work duty and do things that really inspired me, like speaking about leadership and teaching on leadership, um, to be able to do things from an individualistic perspective, because I'm an individualistic person, I like to do things my own way.
• 16:24
  SPEAKER_00: When they allowed me to do things my own way, I was excited about the work I did.
• 16:28
  SPEAKER_00: But it doesn't have to be my full time 100%.
• 16:30
  SPEAKER_00: It's that they allowed me some time to do these things that intrinsically um motivated me.
• 16:37
  SPEAKER_00: So it didn't have to align 100% to my job.
• 16:40
  SPEAKER_00: But within the job, if you can find things that will align with the intrinsic motivation and give people 10 to 20% of their day or week to be able to do that, they will give you the other 80% that they're working specifically for the job, they will give you their full attention.
• 16:58
  SPEAKER_00: That's what I noticed in this.
• 16:59
  SPEAKER_01: So let me ask you this question.
• 17:01
  SPEAKER_01: I know we're getting close to time, but I think uh it's kind of important.
• 17:04
  SPEAKER_01: How important is it for people to maybe at their job they're not they're not using their motivation the way that they, you know, they're they're out of the six, but to somehow, in some way in their daily lives, find things that they're motivated in to do.
• 17:20
  SPEAKER_01: So my job, what I'm doing now with the business that I have now, I don't necessarily love doing it to like how what I like to do with leadership and stuff too, but outside of it, I the things that I'm motivated by, I do.
• 17:33
  SPEAKER_01: I have different men's groups that I work with, different youth groups I'm working with, stuff like that that I'm motivated by.
• 17:39
  SPEAKER_01: Yeah.
• 17:39
  SPEAKER_01: So how important is it for people to find that outside of it?
• 17:43
  SPEAKER_01: Because by having that, I still have my motivation when I'm at work.
• 17:47
  SPEAKER_00: Well, I think we're, you know, we talk about leadership, so we always think about it being at the business, at the job.
• 17:52
  SPEAKER_00: But in reality, it's life.
• 17:53
  SPEAKER_00: It's it's is it even if if you're a retired person listening to this and you don't have you don't go into work every day, you're still out there somewhere trying to find these things that uh motivate you, that you can use and make decisions for that that you're intrinsically motivated with.
• 18:08
  SPEAKER_00: I think if you think about what you were just talking about, is at your normal business doing what you do, maybe you have a humanitarian motivator that's like, well, I don't really feel like I'm helping people in this way, but after work, I go and I work with this youth group or I work with this men's Bible study group, and I'm helping people do that.
• 18:24
  SPEAKER_00: That's my motivator in operation.
• 18:26
  SPEAKER_00: So if we have the ability outside of work to be able to do that, but man, if we can do that in work as leaders, if we can figure out how to get that for people at work, we are gonna be successful.
• 18:37
  SPEAKER_00: Yep.
• 18:38
  SPEAKER_00: Woo! We just went through we might have gone to three parts, but I don't wanna I don't want to wear the subject out either.
• 18:45
  SPEAKER_00: But hey, if there's any chance that your organization would love to do some of these kind of assessments, we'd love to be able to help you do that.
• 18:51
  SPEAKER_00: Drop some comments down in the bottom.
• 18:53
  SPEAKER_00: We will see you next week on Break the Leadership Script.
• 18:56
  SPEAKER_00: Have a good one.
• 18:57
  SPEAKER_00: Take care.
• 18:59
  SPEAKER_00: That's your 17 minutes and your challenge.
• 19:02
  SPEAKER_00: Don't just agree, apply it.
• 19:04
  SPEAKER_00: Leadership doesn't change with ideas, it changes with action.
• 19:08
  SPEAKER_00: Take one insight and use it this week.
• 19:12
  SPEAKER_00: If you or your organization are operating on an outdated script fast, is it working or is it just amazing?
• 19:19
  SPEAKER_00: Well, that's our work.
• 19:21
  SPEAKER_00: For speaking of workshop or executive coaching, contact us at breaktheleadership script at gmail.com.
• 19:29
  SPEAKER_00: That's breakteleadership script at gmail.com.
• 19:33
  SPEAKER_00: If this made you think, share it with another leader.
• 19:37
  SPEAKER_00: We'll be back next week with another script break.
• 19:39
  SPEAKER_00: Until then, keep breaking the leadership script.