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SUSTAINABILITY


A successful business rests on the capacity for its people to think clearly, make considered decisions and maintain levels of motivation


Reference


1 Carl Rog- ers, Person Centred


Counselling http://bit.ly/ 1Om5E6V


12,000 employees, they found that the number one motivator was emotion: the feeling of making progress toward a meaningful goal everyday. Deep down all human beings are susceptible to


harbouring a core belief that ‘I have to be perfect in order to survive’. But the job of growing up, of becoming an adult is about examining deep-seated beliefs as they strongly influence not only our relationships but how we create and manage our systems and organisations.


Figure 1: The pressure performance stages Creativity High


Clear thinking Decisive


Satisfaction Progress Planning


Frustration Fatigue


Dissatisfaction Boredom


Sustainable Achievement


Stretch Strain Panic


Little rest Long hours Excitement Achievement


A common psychological trap for many is assuming that we can perform always at our peak – particularly when we are young – because this is actually when we are at our most productive. But no one can sustain this level of output in anything longer than short bursts. The right amount of pressure is good for us and


will lead to increased motivation and satisfaction. But organisations, leaders and individuals in the pursuit of the growth agenda mistakenly assume that everyone should perform at their peak level at all times. This is simply not sustainable. While the optimum level of pressure is different for everyone, too much leads to stress, impaired decision making, lower productivity and eventually burn out. Sustainable achievement is the counterbalance to the 24/7 short-termism that plagues business. It advocates that congruency, empathy and respect within work1 are the core conditions necessary for individuals, teams or organisations to grow for the long term. It is about challenging the growth- for-growth sake agenda and re-examining how we lead our organisations and develop employees within them.


Tired Doubt ability


Drop in confidence Try Harder Outbursts


Fire fighting


Exhaustion Illness Collapse Withdrawal


Low Minimal Level of pressure


The right amount of pressure is good for us and will usually lead to increased motivation and satisfaction. This optimum level of pressure will be different for everyone. Too much or too little pressure results in negative responses i.e. stress


24 Maximum


September 2015 www.trainingjournal.com


Performance


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