Recently I began reading Charles Duhigg’s book, Smarter Faster Better, about how to be more productive in life and business. The first chapter focuses on motivation, which is important because motivation is often the driving force or reason that people strive to reach a goal, endeavor towards personal success or work to solve a problem.
Some may struggle with finding a purpose that keeps them motivated. I know I have, especially when it comes to getting out of bed early on a cold, rainy Seattle morning. Fortunately Duhigg uncovered in research that self motivation is not a static feature of our personality. Scientists have found that “motivation is more like a skill, akin to reading or writing, that can be learned,” says Duhigg.
In PR, having motivation or drive to succeed is a must-have skill. For instance, we cannot guarantee a reporter will decide to cover a client’s news, but we can make sure we do our homework so we are informed about that reporter’s interests and biases. Sometimes, this process is difficult, but to reach the goal we must continue to push forward. Our clients are looking to us to consistently exceed goals, and steadfastly challenge ourselves to secure results on their behalf.
So, how do managers and leaders help people build their skills around motivation? Duhigg elaborates on this, saying, “The first step in creating drive is giving people opportunities to make choices that provide a sense of autonomy and self determination.” This point stood out to me because, as an intern, I wasn’t sure what to expect in my workload or autonomy in completing tasks and projects. After beginning to work on a variety of projects in a support role, my involvement and independence has expanded. This has helped me grow more confident in my work and improve my skills, which I feel has positively impacted my overall performance and drive to perform well.
Duhigg also introduces the concept of an internal locus versus an external locus of control. An internal locus of control means people believe that their actions influence their destiny, while an external locus of control suggests that people believe their life’s destiny is affected by factors outside of their control.
He goes on to explain that managers and leaders can influence people’s self perceptions around their locus of controls. He quotes Sergeant Dennis Joy, a Marine drill instructor: “we praise people for doing things that are hard, that’s how they learn to believe they can do them.”
If a manager attributes people’s success to external forces outside their control, such as natural-born talent or luck, as opposed to something the individuals can control – such as hard work or the development of skills – it may potentially lead the people to believe that they could not perform the task successfully.
An additional example would be a manager saying something along the lines of “Cameron, you’re a natural born leader.” By attributing my leadership skills to traits I was born with, it detracts from the effort, time and learning it took for me to become a strong leader. It can also be demotivating because it doesn’t recognize my hard work. In contrast, employees who own their success or failures are generally more successful in their career, according to Duhigg.
The great thing is that at Communiqué PR, having this internal locus of control is part of our culture. Individuals make decisions and have some level of control over their work. Managers and colleagues know they cannot always control the outcomes around their work, but they can control the steps they take. We work hard because we take pride in our work, and enjoy doing it. Delivering the right results for our clients and exceeding their expectations is the icing on the cake.
For those that may be interested in knowing which personality trait you have, take this quick online test: Locus Of Control & Attributional Style Test. Your results may surprise you. If you’re interested in reading Smarter Faster Better, you can purchase a copy of the book here.