passion Archives - Global Institute of Organizational Coaching

“Only those who will risk going too far can possibly find out how far one can go.”
— T.S. Eliot

When you think of the word “grit”, I am certain that you have your own definition of it. Steven Kottler in “The Art of the Impossible” shares that Sir Francis Galton was one of the first researchers to explore the connection to grit and high achievement. Galton believed that talent wasn’t enough to differentiate high performers from others, rather he landed on two characteristics which are “zeal” and “capacity for hard labor”. Later, Angela Duckworth in her book “Grit” agrees that achievement is more than just talent and the grit is about “passion” and perseverance”. In fact, Duckworth’s research has demonstrated that grit has twice the impact on success as academic achievement. Kottler believes that there are six types of grit that lead to peak performance which are; perseverance, willpower, mindset, passion, thought control, and self-talk. Let’s explore each one separate in the remainder of the article.

Perseverance

Kottler suggests that of the six he identified, we are most familiar with the concept of perseverance and see it as day-to-day steadfastness that is fully committed to achievement. We are able to continue on regardless of the circumstances. Duckworth’s work suggests that people with more grit choose engagement with life and all of it’s challenges rather than pleasure as a pathway to happiness. Think about times you were the most “grittiest”. What achievements did you accomplish and what level of satisfaction did you derive from your success?

Napoleon Hill in “Think and Grow Rich” (written in 1937) believed that persistence was an essential factor in turning desire into action. He added that many throw their hands up in reaction to misfortune or opposition. In his book, he identified 16 symptoms of lack of persistence many of which are still relevant today. His symptoms include; failure to clearly define what one wants; wishing instead of willing, procrastination, searching for shortcuts, fear of criticism, and lack of interest in acquiring specialized knowledge.

John Medina in “Brain Rules” shares that our brains are wired to return to doing what we have always done. We need to stay consciously aware of the choices we are making in order to consistently take action towards our goals. Additionally, perseverance draws upon the energy of commitment to our goals which allows us to overcome the obstacles that we face. One strategy when faced with obstacles is to break the goal down into small actions that lead to success. Just doing one action each day towards your goal will build the momentum to keep you going when you want to give up.

Willpower

Numerous studies have demonstrated the influence of willpower on achievement. Two of the most important contributions are the findings around delay of gratification and willpower fatigue. Walter Michel’s early work on delay of gratification suggested that there is a “hot-and-cool” system which describes willpower failure or success. Michel suggested that the cool system is our cognitive thinking process, is more reflective, and provides rationale for why we should not engage in a behavior misaligned with our goals. The hot system represents our emotional triggers and our impulsive reactions to them. Michel theorized that when willpower does fail, the hot system wins out with regards to behaviors. From a brain perspective, these impulsive reactions create neuropathways in the brain which lead to responses to future triggers. For some, this is the work of developing and strengthening willpower.

A second theory suggest that we have a limited supply of willpower. Roy Baumeister in “Willpower: Rediscovering the Greatest Human Strength” shares that decision fatigue impacts the amount of willpower one has available. Baumeister shares that when we experience decision fatigue we are more likely to postpone or avoid a decision, give into our impulses, choose the default option and self-indulge. Conversely, we are also less likely to compromise.

How does one strengthen willpower? One of the best ways is to avoid temptation. James Clear in “Atomic Habits” advises that we should not only avoid temptations but use implementation intentions. Implementation intentions start with an “If-then” statement and prepare us for situations that may be impacted by impulsive decisions and situations in which we find it difficult to say no. Implementation intentions can help us improve upon our self-control thus strengthening willpower. Finally, research indicates that willpower is not ever fully exhausted even though we may feel like it. We still keep some in reserve and that’s what we have to tap into through using the right motivations.

Mindset

The Marriam-Webster dictionary defines mindset as both “a mental attitude or inclination and a state of mind.” Carol Dweck in “Mindset” shares that her perspective is that mindsets are a state of mind. When we have closed mindsets, we believe that personal qualities are unchangeable, personality and/or intelligence is unshakable, we tend to see failure as personal and rejecting, and hiding weaknesses is mandatory. When we have growth mindsets, we recognize that we can improve and change behaviors, we believe that the future presents opportunities for growth, we are more likely to build on talents, and see problems as challenges in need of solutions.

Modern biology and psychology have proven that we can grow at any point in our lives. Epigenetics offers us the concept that our genes can turn off and on as a response to triggers in the environment. Jessica Forrest in “Mindsets: Understanding Growth and Fixed Mindsets in Order to Think Positively for Powerful Results” shares that “most of our qualities can be changed through training, conditioning, and experience”. This concept also applies to brain plasticity. It is a heavily researched area that demonstrates that our brains have the capacity for change and growth at every age.

Passion

Kotler shares that when we have curiosity, passion and purpose, grit takes care of itself. Curiosity is foundational to passion and when curiosity ignites with passion the fire builds towards intrinsic motivation. Combine these two ingredients with meaning and purpose and the individual becomes unstoppable as the ingredients increase core performance traits of resilience, productivity, and focus.

Once we are fully aware of what gives life meaning, we can connect the dots to passion. If I were sitting with you and asked, “are you living into your passions”, what would your response be? Would you be able to answer that question quickly and clearly or would you need time to think about it? Cheryl Richardson in “Finding Your Passion” shares that we have to be able to access our feelings to find our passion. Passions come from our heart yet at the same time we can stifle them with our head. She continues with the concept that getting to the depth of our passions require a high degree of self-care. Without this self-care we are at the whim of the day-to-day urgent instead of slowing down long enough to recognize what we find exciting, joyful, and moving. This lack of connectedness also results in roadblocks to living passionately.

How do we discover our passions? Reflection becomes an essential component of discovery. Without that reflection we continue down a path that was many times predetermined for us by parents, siblings, friends, mentors and possibly even colleagues. Gay Hendricks in “The Big Leap” differentiates between the zone of excellence and zone of passion. He believes when we are in our zone of genius, we are living into our passions.

Thought Control

Our thinking can also be noisy and resulting from excessive input reducing our ability to calm the mind and control thoughts. Do your noisy thoughts lead to positive thinking or negative thinking? Our thoughts determine our emotional states. To borrow from Jim Loehr’s writings in “The Power of Story” our thoughts lead us into our emotional states which can be defined as opportunity based or fear based. Byron Katie in “Loving What Is” challenges us to examine how we feel when we think a thought with the statement “how do you feel when you think that thought?. She encourages us to consider the converse with the statement “How would you feel if you did not think that thought?” This brings power back to choices we can make about our thoughts.

Steven Hayes in “A Liberated Mind: How to Pivot to What Matters” encourages us to build flexibility skills to counter thoughts that are not taking us into what matters most to us. He shares that when we notice our thoughts from a curious perspective, remain open to emotions, stay in the present, and align values with habits we develop a greater ability to manage our thoughts. A major improvement in your life can happen when you are able to recognize and pay attention to your thoughts, particularly the negative ones, and transform them into more positive ones.

Self-Talk

The term self-talk often refers to that subconscious voice inside your head that chatters away at you. Sometimes called egocentric speech or discursive chatter, self-talk can become as unnoticeable as background music. For example, when you wake up each morning and look into the mirror, what are the voices saying? Do you need a haircut, need to lose weight, or need any number of improvements? Self-talk can be positive as well as negative. When self-talk is positive, it can uplift you when things aren’t going your way, bolster your self-confidence to try new activities and deepen relationships. But negative self-talk, on the other hand, can interfere with performance, put a black cloud over relationships and erode your self-esteem.
Self-talk has a number of sources. It can come from others-originating with messages received in childhood from parents, teachers and/or friends. It also comes from our successes and disappointments with life and the things we remember and reinforce about ourselves. The key here is that since it’s our self-talk, we own it. Once you begin to recognize the chatter, you can start to deal with the negativity and lower its intensity. Better still, you can take this powerful source of transformation and try to harness it into positive energy.

Susan David in “Emotional Agility” shares that we have a constant cineplex inside our heads creating chatter which then circulates self-defeating emotions, thoughts and behaviors. These emotions, thoughts and behaviors lead to stories we create about our thoughts and experiences. The more negative the story, the more intense the chatter. I frequently ask clients to stop throughout the day and listen to the chatter in their minds. It is only through self-awareness that we can begin to reduce the negativity and replace it with positive self-talk.

Grit has many facets that we can engage in to lift performance. Global IOC has an assessment that will help you determine which aspects of Peak Performance you can focus on and develop into strengths in 2022. Additionally, Global IOC offers an eight-week training program of which Grit is just one topic. For more information, go to Peak Performance Program – Global Institute of Organizational Coaching.

Motivation Through Three Lenses: Self, Direct Reports, and Teams – by Dr. Peggy Marshall

Motivation is one of the most talked about phenomena and possibly the least understood. It becomes even more complicated when viewed through the lenses of self, direct reports, and teams. Some of the motivators are the same for all three and yet some are very different. First, let us start by defining motivation. For about the past 50 years, Deci and Ryan have been the definers of motivation through the lens of Self Determination Theory which focused on the levers of intrinsic and extrinsic motivation. A simplification of the distinction between intrinsic and extrinsic motivation comes from Gagne and Deci (2005) as they positioned intrinsic motivation as autonomous motivation and extrinsic motivation as controlled motivation. Those two words are extremely significant as we move forward with this article on motivation as choice becomes center stage when we are working with ourselves and others on motivation.

No discussion of motivation would be complete without addressing the process of change along with the “why” for the change. Norcross in “Changeology” shares that we need to be “psyched up” about the change to pursue it. Many authors agree with his thinking with regards to the need for emotional alignment with the new behavior as we need to want to make it happen for it to happen. Sinek in “Start with Why” Simon Sinek shares that we need a strong “why” to begin the process of change. Think about New Years resolutions, most of which have been forgotten by now, maybe even yours. Many individuals in setting a New Years resolution start with “what” they are going to do. If their “what” is not aligned with a strong “why”, it will make the process more difficult, potentially frustrating and lead to giving up.

Kotler in “The Art of the Impossible” believes that motivation is a “catch-all for three subsets of skills: drive, grit and goals.” Drive leads with curiosity, passion and purpose which can automate the desired new behaviors. Pink in his book “Drive,” connects autonomy, mastery, and purpose to the key motivators of new behaviors. Both authors are consistent with their thinking in that it is purpose that creates momentum for motivation. Purpose becomes the forward pointing arrow that sparks us when we feel like giving up. Loehr and Schwartz in “The Power of Full Engagement” share that purpose is “the most powerful source of our motivation, perseverance and direction” which serves to maximize our energy when aligned with what matters most to us.

In determining purpose, individuals often start with values to understand what matters most. Although our values may change slightly throughout our lifetime, many stay consistent over time. Stulberg and Magness in “Peak Performance: Elevate Your Game, Avoid Burnout, and Thrive with the New Science of Success” The Growth Equation | Art and Science of Success | Brad Stulberg & Steve Magness share that self-transcending purposes aligned with what is valued most is the best way to create motivation and is also important when motivation wanes. Kotler shares this belief calling it the “massively transformative purpose”. Focusing on the self-transcending purpose that provides the individual with a perspective of changing something bigger than self can also lead to increased performance.

Often our clients may have difficulty in determining which values are most important to them. The Values Center has on on-line personal values assessment that provides a report which is useful for coaching. An interesting component of the assessment is that it groups responses into categories of self-interest, transformation, and common good. For those clients wanting to explore more transformative and common good values, the report also provides opportunities for reflection and next steps.

Once the values are clear, clients can use the Intended Change Theory process to align the ideal and real selves in a behavior change process. In this step, clients visualize a desired future state and infuse it with the belief that it is possible to achieve the state. A discussion of strengths that will be needed to create the desired future leads to clarity and helps to build motivation toward the desired change. The client “gets real” by determining which values identified earlier will support the necessary changes and then determines where real self and ideal self are not aligned which can impact motivation for change.

When motivating self, individuals, and teams progress matters; Amabile and Kramer in “The Progress Principle” share that making progress is central to motivation and success. They share four ingredients to progress that include small wins, breakthroughs, forward movement, and goal completion. Note goal completion is not the only ingredient, identifying the steps along the way keeps clients focused and motivated. As with any behavior change process measurement and tracking is also important to staying motivated. Most habit researchers emphasize that without tracking individuals and teams do not have evidence of how far they have come nor do they have insights on how far the goal remains.

Although the focus of this article has been mostly on individuals, the concepts also apply to direct reports and teams with the difference being the relationship. When coaching direct reports on motivation, it is important to recognize that what motivates your direct may not be what motivates you as the leader. That is where the values tool can be so effective. Recognizing what drives the direct report can make the difference between average and top performance.

Finally, from a team perspective, Kotler shares what contributes to team flow. These attributes include shared goals, shared risk, listening, strong communication, blending egos, equal participation, familiarity, and sense of control. I would add understanding the values of team members will help with each one of these attributes as it creates an understanding of the earlier discussion of curiosity, passion, purpose, autonomy, and mastery. It is through understanding one another that relationships deepen and create more motivated teams.

If you found this article interesting and want to learn more about the topic, Global IOC will be hosting a Wednesday Webinar Zoom call on March 10^th at 10 AM EST on the topic of Motivation through Three Lenses: Self, Direct Reports, and Teams.

Gagne, M. & Deci, E. (2005) Self-determination theory and work motivation. Journal of Organizational Behavior, 26, 331–362.