"Motivation" in Four Secrets "The deepest reasons for our actions are not negotiable; they are “hard-wired” within us. We don’t even have the ability to change our own motivation on a moment’s notice, much less someone else’s." Chapter 4 "We rarely argue about our motivational factors directly. Usually, we argue about something more tangible." Chapter 5 "When we ask someone to do what they already want to do, no 'motiv-ational techniques' are necessary." Chapter 4 "If our work satisfies our strongest motiv-ations, we will feel as though we are produ-cing value in the world. If not, we might grow to dread our jobs." Chapter 5

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The Secret of Motivation
Stories and Case Studies

For practice with the perspective of Motivation, read the stories below and consider the questions that go with them. 

1. Robert and Ely
Robert and Ely were planning an extended business trip to spend time building relationships with a key client. The company guidelines for auto rental allowed both to share an expensive vehicle, or for each to have an inexpensive subcompact. Ely wanted to share a mini-van with Robert; that way they could travel together with the client and her associates to lunches and evening functions. His reason was the maxim that “the more time we spend together, the better for the relationship.” Robert, on the other hand, wanted his own vehicle.  He wanted to make his own decisions regarding which lunch and evening events to attend and which to avoid.  In their discussion, Robert called Ely "too much of a follower," while Ely silently worried that Robert's ego was overpowering his common sense.

			What is really driving this disagreement?  What can be done about it? See Four Secrets, pages 57 and 59

2. Sophie and her job
Sophie had just begun a new position as a foreman on a construction site.  Her job was to oversee the schedules and the work of the subcontractors to make sure the project stayed on schedule.

Within her first two weeks she was already deeply frustrated because of the building's owner.  He would visit the site frequently, and tour various rooms as they were being built.  While electricians, carpenters, or plumbers tried to do their work, he would stop them and ask questions. 

It was bad enough that he was stopping their progress.  Worse yet, to Sophie the questions themselves seemed inane. He would ask about whether an electrical outlet would be centered under a window, or whether a doorway should have been moved slightly, or whether a certain area would "feel small" when it was complete. 

Sophie learned quickly that the answers to these questions were not just to satisfy the owner's idle curiosity.  If he didn't like what he concluded, he would disrupt the work on what seemed like a whim.  Once he actually had an electrician move a circuit box less than eight inches! So, she tried hard to anticipate what the right answer was to get him to leave her people to their work.  This was stressful because it felt like half the time she couldn't even guess what answer he wanted!

			What Motivational Factor seems to drive Sophie? What Motivational Factor seems to drive the owner? How might Sophie manage this disruptive boss? See Four Secrets, pages 51 and 61