| In Part One, I described the laws of motivation. In | | | | become a more effective leader. Put question marks, |
| Part Two, I'll examine the laws in more detail.Law 1. | | | | not periods, at the end of your sentences. That's |
| Motivation is physical action. Motivation isn't about | | | | one of the best ways of developing an environment |
| what people think or feel but about what they | | | | in which people are making the choices for |
| physically do. In leadership, you should understand the | | | | results.Some of the most powerful questions a leader |
| difference between inspiration and motivation.The | | | | can ask are: "What is our challenge here? Why is it |
| word "inspiration" comes from the ancient Greeks | | | | worth tackling? How do we feel about it? Do we |
| and the oracle of Delphi. The oracle would sit in front | | | | have the facts we need? Are we asking the right |
| of a fissure in the earth and breath in (inspire) earth | | | | questions? What results are we really seeking? |
| vapors and in a half-drugged state, make her | | | | What's the worse thing that can happen? Why are |
| pronouncements. For instance, when she told the | | | | we having this problem? Can you explain that |
| Greeks only a "wall of wood" would save them from | | | | further? What if we do nothing? Have we explored |
| being annihilated by the Persians, it was the Greeks | | | | creative approaches? What do you propose? And |
| themselves who had to take action and build up a | | | | what can I do to help?"Law 3. Emotion drives |
| great navy that ultimately defeated the Persians at | | | | motivation. The words "emotion" and "motivation" |
| the Battle of Salamis.Motivation, on the other hand, | | | | come from the same Latin root meaning to move. |
| comes from a complex of words beginning with "mo." | | | | When you want to move people to take action, you |
| Motion, motor, momentum, etc. all denote physical | | | | must engage their emotions. I'm not talking about |
| action.Getting people to not simply be inspired but | | | | getting people emotional. I'm talking about having |
| motivated to take physical action may seem like a | | | | people make strong emotional commitments to what |
| simple, even simplistic, approach to leadership. | | | | you're challenging them to achieve.The best way to |
| However, once you begin to see your leadership | | | | make that emotional connection is with Leadership |
| interactions in terms of physical action, you'll see your | | | | Talks.My experience working with thousands of |
| leadership, and the way you get results, in fresh | | | | leaders world wide for the past two decades |
| ways.For instance, in my seminars, participants | | | | teaches me that most leaders are screwing up their |
| develop Action Plans designed to achieve measurable | | | | careers. On a daily basis, these leaders are getting |
| and continual results back on the job. I have them | | | | the wrong results or the right results in the wrong |
| challenge the cause leaders they enlist to take | | | | ways.Interestingly, they themselves are choosing to |
| physical action by asking them, "What three or four | | | | fail. They're actively sabotaging their own |
| leadership actions, PHYSICAL ACTIONS, will you take | | | | careers.Leaders commit this sabotage for a simple |
| to achieve the results we need?" The difference | | | | reason: They make the fatal mistake of choosing to |
| between people simply saying they will execute their | | | | communicate with presentations and speeches -- not |
| part of the Plan and their committing to specific | | | | leadership talks.In terms of boosting one's career, the |
| physical actions leads to a significant difference in | | | | difference between the two methods of leadership |
| results.Remember, people who simply take some | | | | communication is the difference between lightning |
| action are useless to the organization. The useful | | | | and the lightning bug.Speeches/presentations primarily |
| ones are those who take action for results. For the | | | | communicate information. Leadership talks, on the |
| end of all action in an organization is results. | | | | other hand, not only communicate information, they |
| Therefore, the best action is freely chosen action | | | | do more: They establish a deep, human emotional |
| directed toward specific results.Law 2. Motivation is | | | | connection with the audience. For more on the |
| their choice. When you face a particularly tough | | | | Leadership Talk, click on my website in the resource |
| challenge, avoid meeting that challenge by ordering | | | | box.Law 4. Face-to-face speech is generally the best |
| people; instead, have people make the choices to | | | | way to motivate people (i.e., have those people |
| meet the challenges.An effective way to have them | | | | choose to be motivated.) A middle-manager told me, |
| make the right choices is to ask them questions.Here | | | | "Where is our new CEO? |
| is a tip that you can start using immediately to | | | | |