Questions for Covey: Means & Motivation
September 29, 2008
This month's questions were submitted by Nick Schacht, president and CEO, Learning Tree International; Abraham Zachariah, training manager, HP Prime, and operations manager, Learning and Development Operations, Global e-Business Operations Pvt. Ltd.; and Tracy L. Lendi, director, training and development, Standard Parking Corporation
By Stephen Covey
NS: How do you keep people motivated to continue their professional development during challenging economic times? People often are afraid to be away from the workplace for long periods because of a worry about retaining their jobs.
SC: While targeting a core issue (ongoing professional development), this question applies more to the Industrial Age than today's Knowledge Worker Age, because it assumes the primary motivational responsibility lies on external forces (the organization, the boss). In the Knowledge Worker Age, where people have found their voice (they are good at their job, they love doing it, their conscience directs them to do it, and it serves real needs), they are internally motivated and may need coordination but not supervision or external motivation. People then will manage themselves to do whatever is necessary to stay current and strategically connected. Therefore, the key is to inspire people to find their voice through empathic listening, removing barriers, and servant-leadership.
AZ: How do I motivate an employee who is older and more experienced than me? He reports to me but doesn't think I can motivate him. This just is compounded when I am in India, and he is in one of the developed countries. I think there is not just a perception issue, but also a cultural issue.
SC: This is another question that grows out of the thinking tradition of the Industrial Age. But the reality is, most developing nations and even first-world nations are in the Industrial Age. I would spend time deeply listening and even explicitly share the very question you have asked here with him. In this way, you have a real authentic relationship and, after listening, the key question will be, "How can I best serve you?"
TL: In your book, one can relate some concepts of emotional intelligence to the 7 Habits discussed. For example, in the first habit you mention proactivity, which can be mirrored to the self-management component of emotional intelligence discussed by Goleman. Also, within the principles of personal vision, you discuss self-awareness, which is also a component of emotional intelligence. Do you feel that concepts described in the theory of emotional intelligence work in tandem with the habits you discuss?
SC: Absolutely. Emotional intelligence becomes even more important than IQ when you have relationship and leadership challenges. This is discussed extensively in "The 8th Habit" book, where all four intelligences are examined and applied in inspiring people to find their voice. Vision (IQ), passion (EQ), and discipline (PQ) when governed by conscience (SQ) will change your world for good. It both lifts and lasts.
TL: You also mention in your book on page 37, "Admission of our ignorance is often the first step in education." While I could not agree more with the statement, getting to the point where one can openly admit ignorance or a shortcoming seems to be a hurdle. I know I have caught myself on occasion digging my heels into the sand due to a lack of understanding on my part. How can we, as leaders, work with our employees to help enhance their ability to look at themselves introspectively and be open to the concepts in a book such as yours?
SC: The more you build a principle-centered culture in the team or the organization, the more security goes within. This kind of integrity enables people to be open, teachable, and humble regarding their need to deal with blind spots and admit ignorance. Start with yourself and live absolutely true to a principle-centered value system, and you gradually will discover how vulnerable you can be externally because down deep you are invulnerable.
Stephen R. Covey is co-founder of FranklinCovey and author of "The 7 Habits of Highly Effective People" and "The 8th Habit."
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