The process of stimulating people to actions to accomplish certain goals, driven by a felt need or drive, then a stimulus in which needs have to be aroused and finally at the end a satisfactory or accomplishment state, accompanying a belief in the moral benefit and importance of the work and its inherent ability to strengthen character



Competency Level


Knowledge (Theories, Ideas & Concepts)

Through Professional/Personal Study Gained Through Experience
  • The manner, method and motivations behind any pursuit are the factors that truly set great leaders apart from the masses. Helping teams to capture, define and utilise their experiences, capabilities, values and motivations creates a compelling sense of purpose around the vision, then can be turned into dynamic actions and agile delivery to outstanding results
  • The key to successful motivated people and teams is the selection of the right tools and then applying them in effective manners that reflect the culture and philosophy of the organisation. There is a balance to be reached in terms of preparation and then the move to action with an involved and engaged team to create positive internal motivations
  • Motivation is a very personal entity, so different things fit different people. Don’t try and find a one solution that fits all and remember that some experimentation to find out what triggers work is often needed. Setting big goals is part of the motivational process, but then switch focus to daily disciplined processes

Skills & Application of Knowledge
in Real World Situations

Together with Responsibilities/Accountabilities
  • Through the deepening awareness of peoples own and teams strength, weaknesses, motivations and values, I have been able to create team environments where each team member can feel secure in, valued for their contributions rather than their role or position. Teams then get behind a common goal and purpose that transcends personal egos and an environment where trust develops and authentic relationships allow for candid discussions, conflicts are resolved and real progress can be made [In the C4I Innovation Project I used a technique of each team member leading each meeting with a warm-up exercise at the start of each meeting to help stimulate the senses and promote motivational behaviours
  • Motivation is cyclic so it needs to be supported using techniques to hold yourself accountable, methods of letting other people help you out and techniques to help develop small and simple habits [Employing the skills of a coach to help make motivational driven changes stick]
  • The impetus begins with a single individual that helps drive change organically. Developing small high-performance motivated teams are needed to inspire and guide implementation, and once the change starts it will need need adaptive thinking top-down management process to generate a sense of deep-seated ownership, courage to stand up and fight for beliefs and ideas

What does Motivation Involve?

Selected Challenges & Approaches

Together With lessons Learnt
  • You can do anything; you just can’t do it all. This is one of the most important pieces if advice I have ever received and it is valid today just as much as when I first heard it many years ago. We only have finite amounts of willpower, energy and time. There are choices to be made, prioritisation that needs to happen and work that is better to either be delayed or sub-contracted out to others. Recognise this and your productivity will increase exponentially, and you will be able to achieve objectives never before considered
  • There is a secret to help you build momentum. There are three simple to understand but often difficult to put into practice parts: (1) Start Now – As it can take time to get there, don’t delay. Every day you delay is another day wasted; (2) Keep Pushing – There are difficult moments and periods when you will have doubts and setbacks, but you need to keep pushing onwards; (3) Don’t Stop – I can’t emphasise this enough, be brave, success depends on your ability to stick with it
  • There is a lot of complementary thinking across different sectors that is valid to project management and I recently came across one particular good example from the Institute of Advanced Motoring. The concept of ‘Making Progress’ safely at the appropriate speed, whilst helping other road users complete their journey. Six auxiliary lessons are also worth mentioning, that of Clear Purpose and Collaboration, Skilful Control, Situational Awareness, Recognition that Changing Habits requires Sustained Effort, One Thing at a Time, and The Value of Communication. These elements could have been picked up from any Project Management Manual, but I liked the way they are summarised here and how training needed to achieve an outstanding safety and performance culture is universal

Selected Achievements & Successes

Together with Any ‘So What’ Statements of Insights
  • My PhD was a great example of getting started, pushing through and not stopping. Knowing that you will eventually hit the dip and making preparation for it is essential. The dip is when everything slows down, things don’t go as planned, you begin to doubt, other activities and options look far more inviting. This is the staying part. The part that tests your true grit and character. This is the stage that what you are working on hasn’t yet taken shape into the beautiful endpoint. You will only get there if you stay the course. Momentum at these points takes time to happen
  • Establishing my own business and moving from full-time employment into consulting and running my own business was a great challenge. Learning how to navigate the legal process of establishing a business, selecting an accountant and putting in place all the accounting systems and reporting processes, and finally negotiating contracts and developing my working practices was a great experience in motivation and work ethics
  • This website started as something that I felt I had to do. II started dabbling with it and conceptualising what I wanted it to look like. I started writing some ideas down, then talk about it with some friends. It developed into a side project and I managed to get some friends to help with aspects of it. I incorporated into my ‘What I want to Achieve’ List and then it began to get serious. My coach directed me to the people at Corin Design where I had initial discussions. I liked what I heard and saw. I created a website plan of what I wanted to achieve and we talked about scope and costs. We agreed a baseline and they went away to develop the prototype. I then created a metric to monitor my workload and performance on the development of the content, and that was the motivational trigger that kicked everything off that you see on this website today

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