Following in the vein of yesterday’s post, those in leadership—to get their “data fix,” as Edwin Friedman would call it—often seek after the next best thing to catapult their leadership to the next level. One of the ways leaders seek to improve their leadership is through conferences decorated with a list of motivational speakers.
While thoughtful speakers can always teach us something, the one thing they cannot “teach” or “instill” in us is motivation. Of course, a speaker can inspire or guilt us into acting better (for a while) or give us a euphoric high as they describe the possibilities in front of us. But they cannot really “motivate” us and certainly not at that level of personal responsibility. That is a choice we must make and it will probably not be the result of having heard a great motivational speaker. Rather, it will be the brave act of confronting oneself about why we think and do (or don’t do) that things we do.
The subtle allusion here is that motivation is somehow externally activated. This is what gives power to quick fix mentality (go to this conference, read this book, listen to this speaker, ad infinitum) that promises that next year’s event will be bigger and better. Somehow we confuse attending conferences (and I do my good share of those) with actual training. We even give Continuing Education Units (CEUs) for just attending a lecture or a series of lectures without any proof that the experience changed anything.
Rather motivation is something the individual must own. Motivation is closely related to personal responsibility. For example, I do not get up every day to face the hard choices of leadership because I read a good book, went to a great conference, or heard a moving speaker, but because I choose (everyday) to be a certain kind of leader. I bet the same is true of you.
What if leadership was actually less about motivation and more about who a person is? Less about doing and more about being?