Part 1 (Use APA citations) This week’s Shared Practice requires you to consider what rewards have motivated you to perform in your professional career. Then, you reflect on your experiences to determine how you frame your primary motivation and purpose. With these thoughts in mind: Post a description of a positive professional experience when you felt motivated to perform at your best and a description of a challenging professional experience when you did not feel very motivated to perform. Be sure to include what were the sources of motivation in both experiences. Then explain what each experience taught you about the influence of intrinsic and extrinsic motivation on your performance and the motivations that are the main sources of job satisfaction for you. As you are analyzing your motivations and sources of job satisfaction, consider the advice that was reportedly given to U.S. President John F. Kennedy: "A great man is one sentence." —Clare Boothe Luce After you post your descriptions, write your one sentence that captures how you define your purpose or main priority on which you want to focus to make your organization, community, or the world a better place. Think about the legacy you want to leave or how you want to be remembered, or what makes you want to get out of bed each day. Hint: Your sentence should emphasize how you want other to see you. For example, your sentence might be: Jane Rivera founded a company that gave back to the community and served a role model for young entrepreneurs. Or, Travis Williams’ family and friends could always count on his unconditional support. Provide your assessment of why you chose your sentence and what it means to you. Part 2 Read a selection of your colleagues’ postings. Respond to two or more colleagues’ posts in one or more of the following ways: · Consider how motivational techniques shared by your colleague might work for you, but potentially not work for others. Explain your rationale. · Share suggestions to a colleague regarding how she or he can work to accomplish the purpose captured in their sentence or observations you have made or examples you have seen of others who seem to be driven by a similar purpose. 1st Person to Respond to: “People are motivated by good relationships with bosses, collaborators, and customers” (Maccoby, 2010). Working in a behavioral health setting, things change daily. You are not in control of these changes, because you are funded by Medicaid, which means as a company, we must follow these changes, or we face consequences. It is my job to do a quarterly check, where I must complete an audit on each client to make sure everything is in order and nothing is missing. I have a deadline to meet, so I push myself to get it done as early as possible. In doing so, I can get overwhelm easily, because I am checking over 150 charts to make sure everything is in order with no mistakes. Instead it motivates me to check every detail carefully, because I know as a comp ...

1. Part 1 (Use APA citations)
This week’s Shared Practice requires you to consider what
rewards have motivated you to perform in your professional
career. Then, you reflect on your experiences to determine how
you frame your primary motivation and purpose.
With these thoughts in mind:
Post a description of a positive professional experience when
you felt motivated to perform at your best and a description of a
challenging professional experience when you did not feel very
motivated to perform. Be sure to include what were the sources
of motivation in both experiences. Then explain what each
experience taught you about the influence of intrinsic and
extrinsic motivation on your performance and the motivations
that are the main sources of job satisfaction for you.
As you are analyzing your motivations and sources of job
satisfaction, consider the advice that was reportedly given to
U.S. President John F. Kennedy:
"A great man is one sentence."
—Clare Boothe Luce
After you post your descriptions, write your one sentence that
captures how you define your purpose or main priority on which
you want to focus to make your organization, community, or the
world a better place. Think about the legacy you want to leave
or how you want to be remembered, or what makes you want to
get out of bed each day.
Hint: Your sentence should emphasize how you want other to
see you. For example, your sentence might be: Jane Rivera
founded a company that gave back to the community and served
a role model for young entrepreneurs. Or, Travis Williams’
family and friends could always count on his unconditional
support.
Provide your assessment of why you chose your sentence and
what it means to you.

2. Part 2
Read a selection of your colleagues’ postings.
Respond to two or more colleagues’ posts in one or more of the
following ways:
· Consider how motivational techniques shared by your
colleague might work for you, but potentially not work for
others. Explain your rationale.
· Share suggestions to a colleague regarding how she or he can
work to accomplish the purpose captured in their sentence or
observations you have made or examples you have seen of
others who seem to be driven by a similar purpose.
1st Person to Respond to:
“People are motivated by good relationships with bosses,
collaborators, and customers” (Maccoby, 2010). Working in a
behavioral health setting, things change daily. You are not in
control of these changes, because you are funded by Medicaid,
which means as a company, we must follow these changes, or
we face consequences. It is my job to do a quarterly check,
where I must complete an audit on each client to make sure
everything is in order and nothing is missing. I have a deadline
to meet, so I push myself to get it done as early as possible. In
doing so, I can get overwhelm easily, because I am checking
over 150 charts to make sure everything is in order with no
mistakes. Instead it motivates me to check every detail
carefully, because I know as a company, if we ever have an
audit where someone must come out to grade our charts,
everything is in order and we can pass our audit together.
Working in a positive atmosphere around respectful human
beings plays a big part to why I motivate myself to do my best.
“People are motivated when their responsibilities are
meaningful and engage their abilities and values” (Maccoby,
2010). I knew that checking these charts and making sure
everything is in order, can help my company grow as a team and

3. it would benefit us in the long run. “A caring person is
motivated by work that helps others, like teaching and
mentoring” (Maccoby, 2010). Working with this company over
the years, meeting new people, and dealing with nonsense, have
made the workspace miserable. As time went by, I started to be
surrounded by drama. I went from being motivated to do my
job, to being unhappy to go to work. Every day I would work
hard, but not hard enough because I did not want to be there
anymore. Working in a place full of drama, can put you in a bad
space, because you are forced to see things you are not
interested in seeing. It went to a point where I would not talk to
anyone, because I did not know who I can trust. Eventually I
quit and found me a better job that made me happy. This
experience has taught me that I perform an intrinsic behavior
because I motivated myself to do my job because I enjoyed
doing it and I knew as a company it would help us grow
together. Working around positive people made me realize that
it helps you perform a better job because you are happy and
eager to get positive feedback for not only you but for your
team.
One sentence that defines me.
Chloe’ always recognized the best qualities of her friends and
family, because she believes that everybody can reach their
fullest potential if they have the greatest support system.
I always felt the support and love from my family and friends
with all my accomplishments. This always will be the person I
am today because they have always supported me from the very
beginning. I’ve learned from my family and friends so many
great things and it is a honor to be surrounded by so many great
people.
References
Maccoby, M. (2010). The 4 Rs of motivation. Research
Technology Management, 60–61.

4. 2nd Person to respond to
Hello class,
Positive professional experience
On Tuesday 12 January 2010, a magnitude 7.3 earthquake struck
Haiti leveling approximately 80% of the country’s infrastructure
and killing more than 220,000 of its citizens. Jamaica through
the Military committed to rendering emergency assistance to our
Caribbean neighbours and 48 hours later, a team of 150 soldiers
along with me as the Disaster Relief Commander were on a
Canadian Military carrier to Haiti. The team consisted of
engineers, medical professionals, logistic specialists and
security personnel.
The initial pictures which emerged from Haiti in the aftermath
of the quake, though heart wrenching, failed to capture the
reality on the ground. Upon landing we were bombarded with
destruction so intense you could feel and taste the horror. Every
human sense was exposed to the onslaught: I saw, smelled and
heard the impact of the devastation. Not daunted by the difficult
working conditions, the entire team sprang into action, paving
the road to recovery.
Though the conditions were unlike anything imaginable or close
to anything I had ever been exposed to and the initial 2 week
deployment ended up being a 4 month stay, I was motivated to
perform unlike any time before or since. I was a newlywed
husband, away from my family, had only very basic amenities,
was exposed to very risky conditions both in terms of health and
violence, and was not benefiting financially in any way.
However, strangely, my sense of duty to help those in need and
to contribute to easing the suffering of our neighbours pushed
me to work long hours and give my all even when physically
and mentally drained. Even the soldiers under my command fed
off my energy and really made a mark in the lives of the
Haitians. At no point can I recall anyone making a request to go

5. back home or to stop helping and even at the point of my being
relieved, I still wanted to assist and give my service.
Challenging professional experience
In 2016 I began working with a bank in the capacity of IT
Technical Services Manager. At the time, the banking system
which was being used to manage core banking functions became
outdated having missed five successive version updates over
five years. In a communique from the vendor, it was clearly
stated that the application was off support and they strongly
recommended an urgent upgrade to a supported version. IT did
the assessment and in conjunction with the vendors determined
exactly what needed to be done. With that information, I did the
project plan, feasibility study, risk analysis and being suitably
satisfied, recommended a date which was 2 months before the
vendor recommended cutoff point.
The proposal was given to the Vice President (VP) IT who
openly questioned the research and advised the CEO that it was
not as urgent or critical as it was being made out to be. The
resources for the initiative were redirected to what was said to
be more critical expansion projects. I lobbied both the VP and
the CEO but was told the decision not to proceed was final.
Two days prior to the cutoff point, on a Friday, an email arrived
from the software vendor to the CEO indicated that newly
discovered information revealed that the old version of the
application, which the bank was using, contained a bug which
would render the application unresponsive after the cutoff date,
which was 48 hours away. This sent both the CEO and VP
scampering into a tailspin trying to reorganize and avert a
banking system crash, which would have meant the job of the
VP and at least reputational damage to the CEO. They called
emergency meetings after meetings and attempted to pressure
the team into executing a one-week upgrade project in under 48
hours. Promises of cash for meeting the time was offered but
none of the IT resources were the least bit motivated. Scofidio
(2010) reminds us that generally, people draw greater

6. motivation from feedback on how they are doing in the form of
recognition for hard work than they do from receiving hard
cash. The major flaws associated with tangible cash incentives
are further listed as it extinguishes intrinsic motivation,
diminishes performance, crush creativity, foster short term
thinking, encourages unethical behaviour such as cheating and
short cutting and can become addictive (Scofidio, 2010). While
I was disinterested in the sudden rush for obvious reasons, I had
my personal brand to protect and could not risk influencing my
team negatively and so I put on a facade and met with the team.
In the end, the team spent an entire 48 hours working through
the weekend and successfully performed the upgrades.
We lost approximately 2 hours of system uptime by virtue of
overshooting the window, but no customer was impacted, and
both the CEO and VP kept their jobs. It was the most difficult
IT process I have ever had to participate in because I knew, the
crisis could have been avoided and even in the middle of the
process, the VP was attempting to deflect blame by saying IT
did not stress enough the importance of the activity which is
why it was not approved. I was so demotivated, uninspired and
disinterested in the process and I knew my team felt the same
way but went ahead very laboriously. According to Amabile &
Kramer (2011), employees need to know they have the full
support and backing of senior management. Persons on the
ground and in the trenches furthering the business strategies
must feel motivated and supported or the greatest of strategies
will fail. I had lost trust in the leadership of my superiors and
within 3 months, I moved on. Within one year, all the members
of the initial team also move on.
Motivation during each experience
Motivation is an important determinant in why a person may
pursue or avoid a particular activity (Locke & Schattke, 2018).
During the Haiti experience, my source of motivation was
intrinsic based on the values and sense of responsibility that
was inculcated in my earlier years. I saw people in need who

7. needed help and I was duty bound as a human, a neighbour, a
soldier and a leader. Regardless of what was happening around,
my focus was fixed, and my satisfaction came from responding
positively.
In contrast, for the IT manager experience, I struggled to find
self-motivation to perform the task at hand. Internally, I had
long concluded that my superiors failed to listen, lacked
integrity and were not worthy of my efforts and therefore the
task received a corresponding priority level. Despite their
efforts to introduce external motivation factors, I was cold and
uninspired. In the end, my personal sense of responsibility and
leadership of my team marginally drove my actions. Through
the experiences, I learned that my primary source of motivation
is intrinsic.
Defining my “one sentence”.
The one sentence which embodies my attitude, my goal and my
ambitions is: “Damion continually and consistently dedicated
his life to making things better for himself and others with the
belief that great things were never achieved from comfort
zones”
A comfort zone symbolizes an imposed limit, a fear of the
unknown, a mental resign, a compromise and conformance to a
lower standard, a lack of learning and stagnated
growth. Beaudoin (2013) describes his interpretation of comfort
zones as a safe place where we accept the status quo that limits
actions and imagination. He further describes it as imposed
controls restrictions which appeases fears and erases any hint of
empowerment to act.
My early years were less than ideal, and I suffered many
humbling experiences which could have easily destroyed my
self-esteem and any aspirations for achieving better. I made a
conscious decision not to ever allow my circumstances to define
who I am and consequently, made a commitment to myself that I
will always aim for the best and to be the best.

8. Through this commitment, I banished comfort zones; I
recognize no limits, harbor no fears of the unknown, will never
give up mentally, will never compromise nor conform to
anything substandard and will always be on a quest for
knowledge and growth all for the purpose of contributing to
improvements.
My “one sentence” as a catalyst for positive change.
What this has meant and will continue to mean for me is that,
for every organization or community with which I am
associated, I have and always will continue to leave the
grouping in a better state than when I got there. There is always
room for improvement in processes, policies, structure and
people. According to Cyr (1992), our current business reality is
one where recessions, free trade and global competition are real
and process improvement is far more than a cute buzzword; it
has become an absolute matter of survival as both public and
private sector organizations confront the urgent need to
eliminate inefficiencies and do more with less.
Through my resolve to champion the introduction of technology
for efficiency, removal of manual processing and an overall
focus on measuring what matters, organizations and
communities will continue to experience positive changes.
Rational for selecting my “one sentence” and what it means to
me.
I have attempted to revisit my sentence numerous times in an
attempt to revise, improve and expand it, but I have found that
it accurately defines my purpose. It is general enough to cover
every aspect of my life and existence, yet specific enough to
communicate that I am aiming for the best and to be the best. It
also allows others with whom I interact on a personal and
professional level to understand clearly my focus and that while
I am committed to serving, I am moving forward, with or
without them.

9. References
Amabile, T., Kramer, S. (2011). The power of small wins: want
to truly engage your workers? Help them see their own
progress. In: Harvard Business Review. May 2011, Vol. 89
Issue 5, p70, 11 p.; Harvard Business School Press Language.
Beaudoin, N. (2013). Stepping outside your comfort zone:
lessons for school leaders. New York: Routledge, 2013. 1 online
resource (174 pages). Retrieved from https://eds-b-ebscohost-
com.ezp.waldenulibrary.org.
Cyr, Joe. (1992). Building success through process
improvement. In: CMA - the Management Accounting
Magazine. March 1992, Vol. 66 Issue 2, p24, 6 p.
Locke, E., Schattke, K. (2018). Intrinsic and extrinsic
motivation: Time for expansion and
clarification. Motivation Science Publisher: Educational
Publishing Foundation; [Journal Article].
Scofidio, B. (2010). This is your motivation strategy? Corporate
Meetings & Incentives, 29(3),
12–16. Retrieved from https://eds-b-ebscohost-
com.ezp.waldenulibrary.org.