Inspiring Motivation. What does Roald Amundsen, Ernest Shackleton, Winston Churchill and Georgetown Cupcakes have in common? Sign me up for what is trending on Facebook: Motivating Your People takes through the theory of the practical business realm in which you reside. Thought Provoking questions are embedded in this powerpoint to engage readers. Questions or Comments: whozien@gmail.com

1. We are what we repeatedly do.
Excellence, therefore, is not an act but
a habit.
- Aristotle
Dr. Wafa Hozien
whozien@vsu.edu

2.  What is Motivation?
 the act or an instance of motivating, or providing with a reason to act in a certain way. the
state or condition of being motivated. something that motivates; inducement; incentive. the
act or an instance of motivating desire to do; interest or drive, incentive or inducement.
 Motivation is a very individual thing
 Motivation derives from the Latin word MOVERS which means to move forward to satisfying a
need.
 Basic Needs
 Food
 Clothing
 Shelter
Excellence in all we Do:
Integrity First, Service Before Self.
U.S Air Force Core Values

3.  WHAT MOTIVATES
YOU?
 WHY DO YOU DO
WHAT YOU DO?

4. You must be the
change you want to
see in the world.
- Mahatma Gandhi

5.  Internal/ Intrinsic Motivations
 Values and Morals
 Personal Goals
 Belief’s
 Survival – To the Right is Shackleton’s Ship
 External / Extrinsic Motivations
 Money
 Praise
 Awards

6.  Accomplishment/Achievement
 People that work for a specific task or completion of a matter to
receive a desired result.
 See to take personal responsibility and calculated risk, set goals and
solve problems.
 Achievers need constant and concrete feedback to know that their
contributions have made a impact on the greater whole. Want to know
that there influences have made a difference outside of their
immediate personal gain.
“Take the first step in faith. You don’t have to see the whole staircase,
just take the first step.”
- Dr. Martin Luther King Jr.

7.  Recognition
 These are the type of people that want to be appreciated for what they
do and seek to have the praise of others.
 Individuals that derive from personal satisfaction from their
involvement.
 Always want accolades.
 Self Praisers.
 Always want positive feedback.
Let another man praise thee and not they own lips.
Better a stranger and not thy own mouth.
Proverbs 27:2

8.  Power
 Many people or organizations are motivated
 For the need or desire of power.
 The need or want of power can be an issue and
 cause problems in a working environment.
 People want the opportunity to compete for the responsibility and authority
within an organization. They like to influence other directly and tend to
manage groups well with out being manipulative.
 Motivation for power can be both positive and negative.

9.  Affiliation
 Affiliators need to feel that they belong and are accepted by the group
members. They like cooperating and being in on things, meeting and/or
knowing many people, and enjoy having fun.
 Since affiliators need to feel welcome then they must be kept informed at all
times. They also care about their feelings and the feelings of others and
derive satisfaction for a job well done, especially if it involves serving others.
 People find affiliation through teams or joining organization
 Ex. Sports teams, gangs, sororities or fraternities.
Believe in yourself and love what you do."
Shaheryar Shahid

10.  Look up Blood, Toil (Sweat) and Tears by Winston Churchill
 Read it is short speech: http://
www.winstonchurchill.org/learn/speeches/speeches-of-winston-ch
 Or Watch it here: (5:12)
 https://www.youtube.com/watch?v=8TlkN-dcDCk
 What form of motivation is this speech?

11.  Need to determine individual motivations. This can lead to ones
energies and limitless ideas thus maximize the members
potential in the organization.
 Mangers can give incentives to motivate performance
 Ex. Financial bonus, extra days off from work.
 Mangers must learn how to look beyond a person current
abilities and identify any potential needs to developing.
 Create environments where members can ask questions.
 Encourage members to make needs known.
“Every accomplishment starts with the decision to try”Adventure is just bad Planning. Roald Amundsen

12.  Use people's names often. Make it a point to learn the names and
connect the faces of the people in your organization.
 Actively Listen and Demonstrate good, open body language.
 Be courteous/respectful treat others how you want to be treated.
 Use ice breakers or team building activities in newly formed
 Leadership teams or committees
 To energize the group members and strengthen the organization

13.  Occasionally serve food at your meetings or
 Have social events outside of work.
 Since motivation stems from inner needs, drives and goals;
 The leader's task in motivating others is to tap into these to supply a
channel for their fulfillment.
 The individual members must still do the rest.
 Provide honest feedback -- praise their successes publicly, and
privately give constructive criticism to help them learn from their
mistakes.

14.  Describe a problem person you have encountered in your
professional experience.
 Describe an incident or an encounter with a problem person you
have had.
 Keep this person in mind as you progress through this
powerpoint.

15.  No Matter what you do or suggest they are hard to motivate.
 Focused on other issues other then task or work assigned.
 Distracted by external factors.
 Can be negative and not willing to work with others.
Mangers can cause an employee's lack of motivation;
for some reason, and bring out the worst rather than
the best in a person they are trying to help.

16.  The Mulberry Bush Chase: Have you been going round and round with
someone, having the same fruitless conversations over and over?
That's a sure sign of the need for a new approach. Discard your
assumptions about the person and start afresh
 The Huckster Hazard: Have you been trying to "tell and sell" -that is,
convince the person of the reasonableness of your position? Don't be
an evangelist. Be a psychologist. The most successful salespeople
discover and fulfill people's needs rather than try to change them.
 The Ignorance-ls-Bliss Syndrome: Contentedly clueless, neither knowing
nor caring much about what makes an employee tick? You have to dig
deeper to find out what drives that person -and what may be blocking
those drivers.

17.  The Self-Centeredness Trap: Do the words that spring to mind when you
think about this person's behavior reflect a blinkered point of view? Ask
yourself what words this individual would use to describe those same
behaviors. It may give you a fresh insight into the nature of the problem.
 The Hanging Judge Tendency: Have you been proudly occupying a moral high
ground in your perspective on this person? It won't help to think of your
employee as in the wrong while you act out the role of judge or high priest.
Decide now whether you realty want to solve the problem or sit in judgment.
 The Monochrome Vision :Have you failed to search for any redeeming
features in this person? Think hard. Because discovering even one positive
characteristic in someone can color your relationship in entirely new ways
and create a starting point for you to connect.

18.  The Denial Danger: Have you been dismissing out of hand how
someone perceives you? Remember the dictum,“ If something is
perceived as real, it is real in its consequences." It is the other
person's reality you are goingto have to work with, not just your
own.

19.  Inspirations: stimulation for the human mind to
creative thought
 Or to the making of art divine influence or
 Action on a person believed to qualify him or her to
receive and communicate sacred revelation.
 The action or power of moving the intellect or
emotions. The act of influencing or suggesting
opinions.
 What is Best?
 What’s difference?

20.  This is the definition of Autonomy:
 the quality or state of being self-governing; especially:
 The right of self-government self-directing freedom and
 Especially moral independence a self-governing state.
 Now that you know the definition:
 Explain how you have achieved autonomy in your workplace to a partner.
 Give an example or an incident that explains this achievement of autonomy.
 Explain out loud to the classroom how your partner has achieved autonomy.

21.  It is more evident in today’s society that autonomy,
empowerment, and participation are needed to
succeed.
 Managers do not easily relinquish their authority and
decision making capabilities; however, over time
employees earn their manager’s trust and can readily
make certain decisions.
 Utilizing autonomy in the workplace should make
employees feel a greater responsibility for the outcome
of their work.
 Autonomy on the job is perhaps the central work

22.  http://www.youtube.com/watch?v=u6XAPnuFjJc
 Why are the quotes on this page relevant?

23. What do Ernest Shackleton,
Roald Amundsen and Winston
Churchill have in common?

24.  When you think of motivation. What specifically do
you think of in terms of the workplace?
 Can you give examples of motivation in your personal
life that have increased your productivity in your
professional life? e.g. how your lives have merged to
increase your level of motivation.
 Give an example that was not presented in this
powerpoint of motivation: an individual, an incident, a
speech or a quote.
 What keeps you motivated? What sustains your

25. Holden Leadership Center: University of Oregon, Motivating your Members
Any Given Sunday Speech Al Pacino Pre-Game Speech Retrieved From
 http://www.youtube.com/watch?v=u6XAPnuFjJc
RSA- Animated Drive: The Surprising truth about what motivates us Retrieved
From
 http://www.youtube.com/watch?v=oSDhhZtRwFU
Nigel Nicholson, (January 2003) Motivating People:
How to Motivate your Problem People.
Harvard Business Review
Questions or Comments?
Wafa Hozien: whozien@vsu.edu