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Paul Jerome acmc
Licensed Life Coach in Reading, Berkshire

Motivation and work performance

Every position, no matter how grand the title, tea lady to CEO, is at a primary level a set of behaviours. The degree to which these behaviours are successful in effecting what the company 'is about', is the degree to which a company is profitable.

Companies around the world spend billions wanting to achieve that specific outcome; changed behaviour leads to profit. The mechanism for changing behaviour has been until now by increasing skills and competencies and/or by increasing knowledge. In the USA, skills and knowledge acquisition is 25% effective. Seventy-five cents in every dollar is 'down the drain'.
How effective is this strategy in Britain where, particularly in the last decade, a vast amount of money, (that has it's source in some company's profit), has been spent on increasing skills and knowledge? I am not aware of national research on this subject but company to company I hear frustration and doubt about the success of their input to reach their goal.

Let's just say that, best case scenario, it is no worse than the USA situation and that seventy-five pence in every pound is 'down the drain'. The sheer waste is alarming. Our economic future, not to mention social reconstruction is slowed to at best 25% success rate. How many people have to work, day after day, in a such a way that produces profit for the company, so that it can go down the drain as the 75% quotient?

There is an alternative:
It is not about skills and knowledge, it is about Attitude.
Step back for a moment from the idea that skills and knowledge will directly affect behaviour in yourself or others. The heart of changing behaviour lies in changing beliefs, in changing attitudes, in changing understanding. Until we can change these three we will not make a major impact on changing behaviour. This is the domain of Coaching.

What core beliefs would you like to have your employees hold? What beliefs about Self, about Self-efficacy, about others, about the team, the company, company profitability and future markets would you like them to be operating from. What beliefs about how they organise time would be affective? What would they need to believe about the intention behind their motivation that would keep their tasks and ideas aligned with company intention?

No amount of skills and knowledge guarantees an attitude change. Where it does, the emergent attitude is more to do with the individual's circumstances than with an attitude designed for and geared to the task, team or company outcome. Chancy? Yes. The evidence is there.

Attitudes are not set in concrete. The old adage that 'a leopard cannot change it's spots' is not true. It may have been difficult before we knew the structure of human thinking and before we knew how to change or validate our thinking to get the results we want.

Attitude change is the domain of Coaching. We get bogged down in our thinking styles as if what we think is reality. We forget it is just thinking and we can mis-think. We do have choice about how we think. All it takes a willingness and an open frame of mind to think about our thinking in a systemic way.

Coaching is the art and science of checking out or quality controlling currently operating beliefs, attitudes and understanding and changing them to more useful and resourceful way of operating so that we support ourselves in what we do rather than sabotage our efforts.

The role of the company using Coaching would be to identify core beliefs appropriate to specific areas of behaviour. It would be, via a coaching or consulting route, to input company and industry parameters. Is the industry at the start of the wave, on a roll or past the momentum? Where within that, does the specific company fit. Are they making acquisitions and expanding or are they pulling in resources, or merging with another. What are the plusses and minuses? All of these would require specific beliefs, attitudes and understanding that are aligned with company vision, goals, direction etc., to be designed into the coaching programme.

Which brings me to the next point. If a company is mission driven, management would need to identify what behaviours would equate with that mission. All too often the mission statement stays framed upon the wall or externalised in a logo or artefact and management does not recognise what that translates to in terms of communication, feedback, actions, strategies, performance etc. Mission statements need to be visibly transparent from top all the way down. What do we have to see and hear to let us know that we are on track. All those criteria need to be built into the attitudinal change that will result in changed behaviour within the company.

Putting this into effect is the domain of coaching - which is the art and science of running our own brains for more effective performance. The Evolve Coaching programme is highly suited for all the areas of mastery that need to be covered within this business model. It uses the most advanced behavioural and developmental models in the field. Built into the models are accelerated learning and emotional intelligence and the transferability of the information into action - which is why we can guarantee better results!

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"If one advances confidently in the direction of his dreams...
he will meet with a success unexpected in common hours."
- Henry David Thoureau

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