What is the difference between these people, if they needed motivation and which motivated themselves?
Let’s analyze what made some of them act as a mammoth by blaming the world (or their companies) for their problems or their own incompetence to take over their vital control. At the other extreme, I interacted with many people who had within themselves the motivation to transform and evolve continually, what I call, people with a hyper-sapiens mentality or transforming mentality.
Then I realized that when an already motivated person failed his idea, challenge or project, he had the ability to regain his passion and illusion to keep motivated continuously and above all, to continue to evolve.
Does it happen in all types of organizations?
My answer is yes after confirming it with them. Motivation and constant evolution is necessary in an athlete, in a person in a shop, in a factory worker, in steering committees or even easier, in any place where there is a human being.
After writing it in my first two books, ‘Mamut or Sapiens’ and ‘The paralysis that activates’ I believed that it was time to investigate and deduce how the groups of people did, especially to motivate the just and necessary and most important , That people and the organization continue to evolve constantly putting in value the Sapiens Mindset that implies a new paradigm.
From all this I learned that to get a person, a group of people or organization are motivated and above all, want to constantly evolve, five changes are needed that were already explained in ‘Tropa Sapiens’:
From task to challenge
From leader to referral
From member to ambassador
From content to tools
From herd to troop
The 1st transformation is from task to challenge.
People need challenges to be able to be excited and motivated, so in addition to their daily tasks, you have to be able to create a powerful vision that can be divided into smaller challenges to share our employees and thus trigger their hidden motivation, turning His attitude mammoth in attitude sapiens.
The 2nd transformation is from leader to referent.
The problem of a collective, and even that of a whole country, is when people look up and only see leaders who are leading but none identifies with them. For this reason, bosses must go one step further and create an environment for their people to choose them to be more than their leaders, to be their referents.
This referent in addition to providing challenges to its people, knows how to help them develop their talent and above all, the member of the collective must choose their leader as a referent.
The 3a is from member to ambassador.
If an employee who only has routine tasks and a leader, we provide a challenge and a process of personal growth, this member will choose the organization as a future space and thanks to that right to choose, will become the organization’s ambassador. And this serves in any collective.
It always happens this way, but ask yourself:
What happens to a child who does not identify his father as a father?
What happens to a worker who does not identify his boss as a boss?
And so many cases that surely we can all know.
The 4th transformation is from content to tools:
The era of content is necessary but the digital transformation and complexity of the VUCA environment in which we are immersed reinforces my personal opinion that the contents are no longer enough because even having content, people continue to make the same mistakes. For this reason, I consider that the revolution is to be able to create tools that serve to turn that content into reality.
Forgive now a brief paragraph with a practical and real case that I encourage you to exercise.
On Twitter, Linkedin or other platforms, people say that failure is an opportunity to learn but we continue to do the same and ask ourselves:
Is it allowed to talk about failure in my organization?
Do I put failure or success as an axis of talent development?
Do company leaders explain their own failures?
Most answers will be NO NO NO.
For this reason, years ago I invented a tool that I called a failed curriculum aimed at explaining how to learn from failure and I assure you that whoever uses this tool begins to transform in a very considerable way. I assure you, I have been enacting it since 2011 and it is very useful.
The 5th and final transformation, we must pass from pack to troop.
If we continue to give only tasks to our members, they become discouraged and the whole team will eventually become a herd that will end up being extinguished, and even more so in a VUCA world (volatile, uncertain, complex and ambiguous) like ours.
If we are committed to providing challenges to the members of our organization to become ambassadors, they will be linked to the company and its referents.
In addition, they themselves will ask or create tools within their reach by then, end up creating a sapiens troop, capable of being motivated by itself and in constant evolution. I am aware that all this is not easy, but more difficult is the management if not Does, because behind the extinction is not known what there is. Finally, a reflection that is key to me in the successful groups: ‘Hunt before you are hunted’: The world today requires teams that are capable of hunting their challenges, who are able to be proactive and not wait for things to happen by themselves. If even then, the results take time to arrive, meanwhile they hunt to survive. Conclusion They transform their groups by offering challenges, providing referents, empowering ambassadors, creating tools so that, after all, we can create teams that transcend with time, in Constant progress and evolution.