It has never been more important for our schools, our businesses – even our society – to develop individuals who are responsible and accountable for their own career success. But how do we develop the ability, responsibility and accountability for doing good work?
The industrial economy is over. The days of “paying your dues” and “climbing the ladder” are over. The dues are never paid and the ladder no longer exists. The days of steady, routine work are over. Technology is changing everything, the globe is shrinking and the tables are turned – daily. The information/services economy demands much much more from us as individuals.
The jobs our present day students will eventually hold have not even been invented yet. You can’t study for them. The expectations of professionals will be less about what you’ve done and more about what you can do.
Today, managers want employees who are accountable for their work. Tomorrow, they will have to be.
Today, employees want to feel more in control of their employment. Tomorrow, they will have to be.
Today, change agents complain that their clients won’t adopt their recommendations. Tomorrow, they will be held accountable for the results.
Today, students learn and memorize and practice curriculum that was written at the cusp of agrarian and industrial society. Tomorrow, they will be woefully unprepared.
Are you a manager or Human Resources leader looking to boost productivity?
Are you a coach, consultant, trainer looking to facilitate real change?
Turns out, you can’t do it yourself. New research has given important insight into how individuals can become motivated to move, engaged in shared goals and – yes – responsible and accountable for that motivation and engagement.
The four steps to motivation and engagement are:
- Acknowledging and addressing the obstacles in your way
- Managing your own and others’ triggers and behaviors
- Leveraging your natural talent for brain boosting effects
- Personally connecting and committing to the purpose of any objective, goal or mission.
The first two steps are like finding and releasing the emergency brake on forward movement. But, ironically, we’ve been trained for years to ignore them.
The second two steps tap into individuals’ personal “best” – like aiming a laser beam at your goal.
Even more exciting – for the first time – we’re not just able to give people the “tools” to manage or motivate others. We now have the ability to transfer the necessary skills to the individuals themselves.
And good thing. Because today those skills are a “nice-to-have” for teams, organizations and change efforts. Tomorrow, they are a need-to-have for the people in them.