Motivation: Fortifying the Precious Resource that Powers Results

What's working on Purpose anyway? Each week we ponder the answer to this question. People ache for meaning and purpose at work, to contribute their talents passionately and know their lives really matter. They crave being part of an organization that inspires them and helps them grow into realizing their highest potential. Business can be such a force for good in the world, elevating humanity. In our program, we provide guidance and inspiration to help usher in this world we all want. Working on Purpose now Here is your host, Doctor Elise Cortez. Welcome back to the Working on Purpose Program. Thanks for tuning in again this week. I'm your host, doctor Elis Cortez. Joining you lie from Dallas, Texas, which is home base for me. If you've been tuning in for a while, you know this program as a thought leadership series that enlightens and inspires listeners with insights from distinguish business leaders and subject matter experts. Here and Working on Purpose, we're committed to realizing a world where work is enriching and a purposeful part of life. Leaders inspire people to realize their own greatness while contributing their passion and business is elevated to unleashing spectacular cause in the world. Each week in these conversations, I hope you'll walk away with something that changes the way you think that you can immediately put to use. Much of the content we discuss on this program is a reflection of the work I do. So as you listen, if you catch a glimpse of anything I can do to help, go to my website at least Cortez dot com and use the contact me feature to message me. Let's talk about what's going on for you and how I might be able to help at any rate. I'm glad we're connected, and thanks for listening. Now onto this week's program with us today is Helli Bundgard. She's the founder of Motivation Factor Institute in Denmark and co author of The Motivated Brain. She has dedicated the last twenty years to translating the newest discoveries within the field of neural psychology into hands on tools that create and support motivation. She joins today from Copenhagen, Denmark. Hell Welcome to Working on Purpose. Thank you very much, looking forward to it. It's so great to have you on the show. Let's thank our common friend Julie Lynch for bringing us together. Thank you Julie for bringing a fantastic person into my world. So let's open shell. One of my most favorite topics is motivation. In fact, this morning, hele, before this this conversation, I was out running and I was just thinking about just how central motivation is for me as well in the work that I do. So let's talk about where your interest in motivation came from. And you say in the book that I read, of course, cover to cover, that it's universal, but it's also very individual and situational. And I love this precious and you wandered about a common denominator. So I want to know you left your job and then you spent four years looking into the latest psychology and brain science and the result is here you are working at Motivation Factor and you've created her framework. So tell us a bit more about where this interest in this fascination with motivation came from. Yes, well, it's actually started in my career in software where I work with international sales and business development. And it also it always struck me that, you know, even though I had a very nice job, I had a good paycheck, I had absolutely everything I could dream of, and still I changed job every second year, then I became bored and then I wanted something new to happen. So that was actually kind of that was what kind of started the whole thing. So I decided, Okay, I'm just gonna dedicate my life to really find out what it is that motivates people. And as she say this about you know, running, it also came to me one morning I went for a run that you know, the brain is a denominator. If we look at it like that, it's the same brain we have. You know, the process there is the same whether we are from Denmark or US or China. It's a software that makes us different. And with that in mind, I just decided that's what I want to do. I want to make people super user of their brain. And motivation is a focal point in this whole process because it is a motivation that decides if we do a don't do something. So this is actually a very short recap of how this all started. Yeah, beautiful, absolutely beautiful. I love how you say that the brain is the super user. You make people a super user of their brain. That is gorgeous. So motivation, if I think about it, for me, people refer to me, I'm they always were. The one word they used to describe me and the work that I do is energy. So when you think about motivation, why is it so important? Why why would you for people who don't know on the level that you do distinguish for us, why is motivation so important in our lives? Well? Interesting enough? Also, when I started this whole journey, it was all about intrinsic motivation, how to get intrinsic motivated. But intrinsic motivation is only half part of the story. If you are not able to identify what takes away your motivation, which is the other half part of the story and actually is a foundation for that you can get intrinsic motivated, then you are missing something. And for me, it was all about these energy trainers, which which you can say an energy trainer occurs every time your expectation doesn't match your life circumstances. And though we expect those expectations can be set by others, but they can definitely also be set by ourselves. Right that we always have very high goals, We always put ourselves in talk. We always want to achieve more, better, better, better, So we might have some expectations to ourselves that can be really hard actually to achieve and the expectations often that we have for others. This is what we call energy trainers because eighty percent of what trains our energy actually comes from what other people do or don't do. And these energy trainers, they are they are actually they are taking up space in the working memory of the brain like the computer, right, So there's also a certain amount of capacity in the computer to process information. Where you can store information, there's tons of place of space. So this when we work about and when we work with energy trainers, it's about making sense of them and putting them on the hot disk. You can say, I appreciate so much how you distinguish that helly that is just for me and my Parliament's yummy. So I want to talk next about what you did, which you address so beautiful in your book, the idea of how organizations try to leverage mass motivation through through various means employee benefits, sales and center, physic etcetera. And here's why I want to do that. I really really think that right now, in the middle of this COVID nineteen pandemic, on the other side of that, we have such an opportunity to recast the way the workplace is experienced and work gets done. That is, if we step into that opportunity, we can literally recreate this space that so many people drag themselves to, that being the workplace. So if we can get away from this idea of mass motivation that's so commonly employed, move towards something else first, talk about you know, what is this idea of mass motivation? How does it show up in an organization, so we can distinguish that. Yeah, so when I talk about mass motivation, it is you know, there's so many motivation theories out there, and they're all very good. You can see that pink that's hurts for all these motivational theories, they are good. But in fact, what really matters is how you manage your motivation. And this is where it is individual and it is situational because like we talk about the energy trainer, they're individual and situational. And if people and the workplace feel like like the are victims of their circumstances, it's very difficult to make them change. It's very difficult to make them buy into change. So working with motivation in organizations, it is really about helping people to manage motivation because it is a dual responsibility between the employ employee and the manager. You can't leave motivation to the manager, and you can say, if you look at the manager today, it's just so busy. We have been called out to I don't know how many workshops where they only want half of their workshop and we talk about motivation, but then when we leave, you know it's either too complex or it's too wherever. So that that the that the foundation that you leave people with is this outside in approach. Now I'm successful, I'm going to tell you how I'm successful, and then you hope that what works for you actually also works for the individual. And this is very, very seldom the case. Therefore, each individual needs to really identify themselves what they need to pursue and what they need to avoid to stay motivated in any context. So this is primarily the work we do in organization. It is really to help them get what I cause stay called to buy in. How do you get employees manage as the whole organization, to buy into the change, the strategy, or whatever it is that you want them to buy into. And that is very individual. My intrinsic motivation is not the same as yours. My energy trainer is not the same, My needs is not the same, and I need to identify that so I know what I can do. Does that make sense? It does, And I want from our listeners really quick, because you do this beautifully in the book, to just list out so they can start to distinguish what we mean about getting more specific and intrinsic. So the mass motivation. Some of the things you mentioned in your book, of course, are you know, the sales incentatives, corporate communications, team building, open door policies, participating in management practices, reward and recognition programs. Those are all considered mass motivation. So I know Dan Pink's fairly well. Dan Pink's worked fairly well, and I got him. I'm on the show one of these days. I hope he'll say yes. He has said yes, But then I have to get past this agent. Right. But you say in your book that he reminds us that intrinsic motivation comes through purpose, mastery, and autonomy, and then you sort of distinguish how these motivators are more potent than extrinic motivation, which usually comes in the form of safety, security, salary, pleasant working environment, etc. So say more about intrinsic motivation. Yeah, if it's okay, if I can stop a little bit on an on another page or that. When we look at motivation and we look at how motivation is created, we have, as I said, there's there's two there's two level in it. The first thing is to identify what you need to avoid to stay motivated, which, as I said, is those two layers of what range or energy and also your needs. And then that is what we call often linked to intrins or extrinsic motivation. Then we have the two upper layers in the brain and they are talking about talents and purpose. So we have kind of four layers if we look at motivation, we have energy needs, which is linked more to the emotional part of the brain, and then we have talents and purpose, which is linked to the more rational part of the brain. So those two things is really because if you only operate with motivation from the emotional part of the brain, which is driven by extrinsic things, do I get the pay I want? Are my colleagues nice to me? Do I have the spot in the in the company that I want? Do I get the promotion? All of these things they are external driven right where when we talk about intrinsic motivation, when we talk about spending time with your talents and your purpose, it is about what you would naturally do without even considering to get a reward from it, meaning that when when if you have, for instance, a talent for mastery, you would be so diving into to the whole thing about the For instance, from me about the brain I have read, I don't know how many brain books. I'm totally in my own spot when I do this. I'm in my flow right. I don't need anybody to come and give me a punch in the bag and say well done. No, I just do it because I just can't help doing it. And then if we look at the purpose parth, this is linked to the same feeling that actually, I'm not in this to get something to get something. I'm in it to give something. So that is a huge different because when you give something, you are in an appreciative spot where you want something. You see things, incidents and those kinds you know as a threat. If you don't get it, that makes you bad. You don't get the same reaction. If you are not able to master for instance, it's not going to create an emotional reaction with you. But you get a sense of fatigue if you're not able to spend time on your talents. So there is there is as I anyway, the research that I have done, there is these four layers. It is the energy needs talents and purpose and they are all equally important to manage. How beautifully rendered helly. And that's exactly why I wanted you to just to address the way that you look at it and how you've been an inquiry into the space, because it gives such a new way for people who are listening to this to consider motivation, and I hope in a way that they've never heard before. Let's talk just briefly and then we'll need to cut for a quick break here about your M factor. Yes, yes, So the im fact is when you are able again to manage to manage your motivation where you are able to identify, ops, I'm too much extrinsic driven right now, so I need to spend more time on my intrinsic motivation, on my talents and my purpose. And at the same time, we have what we call motivation capabilities, which is a really important part. So if you look at it again from these energy needs, talents and purpose. The energy and needs referring to energy trainers and needs personal needs that can be threatened. That is what we call motivation capabilities. And if you have too many energy trainers in your life, if you have too many things, too many needs, that is being threatened. Your capacity to manage your motivation is slowing. Like the computer. Again, if I can use as a reference, right, the more programs you upload and the computer, what happens, then it slows down exactly. That is the same with the brain because energy trainers and needs their processes they are being processed in the working memory of the brain and that slows it down. And that is what makes people, you can say, thunal sided. If you're too much in there, if your motivation capabilities are too low, it's very difficult. It's very difficult to move yourself or to move others. Absolutely, absolutely, and beautifully said. And now that we've really created a base here, let's go ahead and grab our first break. Kelly, I'm your host, doctor Elease Cortez. We've been on the air with Heile Boundgard. She is the founder of Motivation Factory Institute in Denmark and the co author of the motivated brain. We've been talking a bit about her research and what's formulated the underlying of her assessment and her work. After the break, we're going to dig more into each of those four areas of motivation. Stay with us, we'll be right back. Doctor Release Cortez is a management consultant specializing in meaning and purpose and inspirational speaker and author. She helps companies visioneer for greater purpose among stakeholders and develop purpose inspired leadership and meaning infused cultures that elevate fulfillment, performance and commitment within the workforce. To learn more or to invite a lease to speak to your organization, please visit her at Elise Cortez dot com. Let's talk about how to get your employees working on purpose. This is working on Purpose with doctor Elise Cortez. To reach our program today or open a conversation with Elise, send an email to Elise ali Se at Elise Cortez dot com. Now back to working on purpose. Thanks for staying with us, and welcome back to working on purpose. If you're just joining us. My guest is Helli Boonegard. She's the founder of Motivation Factory Institute in Denmark and the co author of The Motivated Brain. She's dedicated to the last twenty years to translate in the newest discoveries within the field of neuropsychology into hands on tools that create and support motivation. I'm your host, doctor Elise Cortez. So for this next segment, Helly, I want to give our listeners more access to that four part model of yours that you address and you did mention energy needs, talents, and purpose, and I want to take them take you through each one of those. So to start, I'm very very intrigued about what you talk about with energy drainers, and so I think this would be very useful for our listeners if you could help us understand what do you mean by drainers? What does that look like? Yeah, so if you'll ask yourself, what right now is training my energy? You know, it could be a colleague, it could be having kids at home, have to homeschool that, it can be a trillion different things. But those energy trainers, as I said, it's often or they occur when our expectation doesn't match our life circumstances. So that means that, for instance, if I have an expectation that my colleague, for instance, deliver something to me at ten o'clock this day and they don't. That becomes an energy trainer. Or it could also be that I have an expectation of myself that, you know what, this morning, I'm going for a run, and then when the clock rings and I shut it down and I think, oh no, not today, and when I walk up, that would also often be an energy trainer. You already trained because you didn't fulfill your own expectations as you put them out. So energy trainers occur in many different ways. But as I said, typically eighty percent of what trains our energy is about something that somebody do or don't do. And honestly, we cannot change other people as you can unless they are willing to change. And therefore, when we get these energy trainers, it is often it's just put out there as you know, a word, oh you know, people don't deliver what they need to do. That is an energy trainer. And what is important is to understand what is actually behind that energy trainer, to really get words, to put words to it so we are able to process it in the more rational part of the brain. Because the emotional part of the brain doesn't carry a language. It just carry the feelings, right, So the energy trainer starting by putting words to it that you know, I'm not getting what I want. And then we have the conversation about, okay, what expectations do you have? Well, I have the expectations that other people, you know, deliver in time and that they keep their promises, all the expectations that you have. The next question you could ask is that, okay, now, is there anything that you feel that you would should have could you in regards to this energy trainer? Or put it in another way, is there any guilt connected to this energy trainer? And typically in this situation, people will say, oh, you know what, yes, of course, because I'm not able to deliver when I'm not don't get the information. So that's the second kind of thing that we discover. Then we can ask the question, okay, now, is any standards of boundaries being crossed as a result of this energy trainer? And then the person might say yeah, I don't know, yeah, because I cannot hold my deadlines and so on and so forth. And the last question is so is there any toleration connected to this energy trainer? And the toleration can be yes, I am tolerated other people's bad behavior. Right, So the first step of working with energy trainers is really to understand what is behind, and you can do that by these questions. Then you realize, WHOA, there's a lot, you know, there's a lot of expectation and standards and guild and everything else. The next step we do is not to die more into it, because it is what it is. So the next question we are going to ask is, okay, what would you like instead of the energy trainer? And in this situation, people could say, well, of course I want people to deliver on time. Okay, why is that important to you? Well, that could be important to me because then I can meet my deadlines, I will feel more connected to my colleagues, I will not be so angry and all those kind of things. That is why it's important to me. And then the last question we ask is okay, so what within your control can you do to get more of what you want? And this is a very empowering exercise because you are moving from being the victim to actually take control here. Okay, what can I do? Well? I might be I might I can try different communication preferences. What I also can do is I can have a conversation with the person and die more into looking into from their perspective, maybe bond more with them, or I can focus on other areas that actually other things that can give me what I want. And so there's always options, always, And as soon as you get these options on the table, you can literally see the energy floating into people and that they're like, whoa, Yes, I'm not a bit, I'm not I'm not stuck anymore. I actually have options. Now. One options could also be to leave, you know, if that energy training, if you have a manager, for instance, that you just no matter what, you cannot satisfy you get it's just you have tried everything. Then one option is to lead. And when I put that to people, they're like, no, no, I don't want to do that. Okay, but that is a choice. Right. You see the difference between feeling that you are stuck in a situation and that you are a bit and you actually have one option and that is to leave. Now you choose to come here every morning, right, so what more ches do you have? So just to look at it like this give people the you know, the opportunity to really focus on what is within their control and then the last thing is of course saying okay, now, now we have all these options that you can do, which is within your control, which of these options would you like to do something about right now. This is a very powerful exercise and also a very powerful exercise to do together with somebody else, because sometimes we cannot you know, we cannot see the forest for trees, and therefore it can be really nice to have somebody to do it together with. I also do this exercise in teams and organization, where we start this work saying okay, what is in your way? What is training this team's energy right now? And then we do it as a team exercise. It is so powerful because that releases the energy where you feel empowered again, you feel in control. Right. So that is the first layer that is about really identifying what it is that takes so much energy in your working in your working memory that you cannot find space for other things. Right as soon as you've done this exercise, you could put it on the hard disk, because then you have given a language to it, to what is going on, and you are putting it from the emotional part of the brain, lifting it to the more rational part of the brain where you are able to make goal oriented you know, actions and behavior and visualizing what you can do. Oh my gosh, Shelley is just gorgeous. Yes, and I have the way to shoot that. You're right when you give language is something I like how you you situated that it allows us to put it into the rational brain. We're going to say something else before I stepped in. Nope, nope, okay, okay, be ready to go on to your next level needs? Yeah? Yeah, okay, before you talk about that, let me just share with our listeners what I found so intriguing it as a way to start the situation process. But you describe a need as a pattern of behavior that makes us feel comfortable and safe, That right there alone just gives us access. And then you say, what happens when our needs are met or not met? Is it makes all the difference? And so let me ask you this, Henley, When when our needs are not met, you say that we feel threatened and usually respond with a visceral or primal emotion like anger or fear or even violence. So I want to just start with that as a premise because I think that really helps our listeners understand and get access to needs. So what do you want to share with us about needs? Needs absolutely my favorite, because that is probably the one thing that knowing those will give you the biggest impact in managing your own motivation. The needs are your emotional traders, and as you said, they are there to serve you because when you get your needs met, you feel good. Now, giving an example, one of my needs is freedom. Right, so when I have freedom, I feel good. Right, And the needs is also what you would pursue. So that means that the needs can serve you, but it can definitely also be as I said, the emotional trader that actually can take you away from being the best part of giving the best the version of yourself. An example this need of freedom. Now, I travel about one hundred and fifty days a year, and when I come to the airport and they tell me my flight is delayed, I get this chemical reaction in the brain. I get angry with the person who delivers the message, which is just stupid. You know that in your rational part of the brain. You do know that, But in that moment, that is the thread, and this is what I'm so in that moment, the person who delivered the message is the threat. And then I go back to these basic reactions. Either I'm going to fight it, I'm going to freeze, I'm going to run away. But because I know, okay, I get I get it, I get triggered. But now I know, okay, this is my need being threatened, I don't need to react, right, that is not that person's fault. That awareness makes me again rise it to the rational part of the brain. But if you don't have that knowledge, right, this is why you see people that is normally very functioning go best served in situations where what was that? Why do they shout at that person because that's not their fault. Everybody knows that. No, you don't, because in that moment, that person becomes a safe le tiger. And then we are again back to the emotional part of the brain. Now the brain is not able to distinguish whether it is actually a dangerous animal attacking you or it is a hostile colleague coming towards you. So therefore it is really important to work with the needs, understand the needs these emotional triggers, because then you are able to not respond so much to it. And if we look at extrinsic motivation, extrinsic motivation goes directly to the needs. Because if you have a need to succeed or you haven't need to be appreciated and you don't get that appreciation or you don't that bonus or whatever it is, then you go back to these reactions again. Either you're going to fight for it, you're going to run away, or you're just going to freeze, become ignorant, you know, being all these people that just don't want to change because you just okay, you know what's worth it, because you know so that is probably most of the most important. The most important thing to know is those needs. If you if you look at it like this. Let's say that you have a a if you as a sales director, you have a need for freedom, and you have a sales manager who has a need for order. Now what happens when that person goes to the sales director and says, you know what, I would like to for you to give me some instructions because I will I mean, I would like to get some feedback. And then says Director's like, come on right, go out and do as you want to do, because you know, you get you get a high pitching, so you figure it out because he likes the freedom himself. He doesn't want anybody to provide infod structure. So we lead and we treat others with the same thing as is important for us. Right, And there you have a typical needs conflict because if you have another says director in the organization who also have a need for freedom, those two people will talk so brilliant together, while the person with the need for order, he or she will say, what a joke, right, what a joke? This is the worst buss I ever had. So this is the whole thing about the needs that that that you need to be aware about it. Because if you don't have the need to be appreciated yourself, you don't think about it. So that means that if you have people in the organization who does have a need to be appreciated, it can be really hard. Right. So so this is this is why it's so important with the needs, because they are your emotional traders and they are really powerful, and every conflict is a matter of need. Every anger starts by needs. So this is this is a really important tool to know or insight to have. And what we also see is that the needs are also anchored in the energy trainers right, Yeah, so it's all linked together. So this is why we talk about the motivation capabilities. That is kind of the two things in the In the bottom you can say what we refer to as motivation capabilities. How capable are you at identifying what to pursue and to avoid to stay motivated and to manage your motivation. I'm not talking about intellectual capabilities, and I'm simply talking about how much capacity is left in the brain to move to the next you know, to move to the operpat of the brain. The rational piles of brain beautifully rendered. And again I just wanted to extract your expertise because you're giving our listeners such an access, a deeper access to motivation than Jesse. I feel like doing it right, don't so on that. Let's grab our last break. I'm Elise Cortez, your host. We've been on the air with hell Bundagard. She's the founder of Motivation Factory Institute in Denmark and the co author of The Motivated Brain. She joins it today from Copenhagen, Denmark. After the break, we're going to hear more about talents and purpose. Stay with us. We'll be right back. Doctor Release Cortez is a management consultant specializing in meaning and purpose. An inspirational speaker and author. She helps companies visioneer for greater purpose amongst colders and develop purpose inspired leadership and meaning infused cultures that elevate fulfillment, performance, and commitment within the workforce. To learn more or to invite a lease to speak to your organization, please visit her at Elise Cortez dot com. Let's talk about how to get your employees working on purpose. This is working on Purpose with doctor Elise Cortez. To reach our program today or open a conversation with Elise, send an email to Elise ali Se at Elise Cortez dot com. Now back to working on purpose. Thanks for staying with us and welcome back to working on purpose. If you're just tuning in, my guest as hell Boundergard. She's the founder of Motivation Factor Institute in Denmark and the co author of The Motivated Brain. She's dedicated the last twenty years to try is letting the newest discoveries within the field of neuropsychology into hands on tools that create and support motivation. I'm your host, doctor Elis Cortez. Okay, so the next part of your model here is talents, and so I want to talk with them about their role and motivation. What shall we say there? Yeah, now if I can, if I can start, But just telling a little story because when I was in my stories of quarteties, when I was in my early thirties, I became an item million Now, I was one of the founders of an IT company that was so very successful to another IT company, and I became an item millionaire now for different reasons, and growing up in a very poor childhood and so on, one of my primary goal when I went to work was to become rich. That was just one thing I just wanted. So that when I reached that goal and I was there with all these money, of course I was ecstatic. I mean everybody would kind of be ecstatic. But then after a few months the emptiness came in in the sense. But then now, what you know, I reached my overall goal. So then what so actually it became it became great motivated, yes, but it also after a few months it became a really deem motivated because then it was all the things about but what is the purpose If I'm not going to do this anymore? I already reached what I want. So what do I do with my life now? Just for the for the history, I lost all the money again in a mighty moment, just to put that out there. That was absolutely that was absolutely demotivated. But you know what, after some months you are back again. So this about going back to this about the goal. And I coach senior executives all over the world, and I can tell you that it's some of the same struggle that they have now they have become CEO of this big company and they have tried to become CEO of bigger and bigger and bigger companies. And then what kind of you put At some point you reach the level of where you are. Okay, yes, but then what you start to think about this? What is it? What is the meaning? What is the purpose? Right? What is the next step for me? Because everything I pursued I reach. Okay, anyway, So the talents and the purpose, because those two things are so well connected. If I can start with telling my purpose that my purposes set through neuroscience, I discover and catalyze new programs and methodologists that help people find their motivation, that is my purpose. Yes, now catalyze and discover. Those two are very high on my talent list. And when we talk about talents in this when we talk about this framework, we are not talking about competences. We are talking about where the brain has these big network where you that naturally would whenever you are doing something, it goes to those network which is huge, and you would naturally pursue that to do whatever it is that you that you want to do. For instance, whenever I get an assignment, I also have a talent for mastery, what do I do? I look for new opportunities. You know, I catalyze and I just can't help it. But that doesn't have anything to do with my competences. It's not a skill set. It's just a way the brain that because if you look at it like this, the brain is lazy, so it would always take the fastest path and the fastest path to finding new things is through areas in the brain where you already have a lot of connections. So when we talk about talents here, it's about where do you have the biggest cluster of connections in the brain and how do you use that? Because learning new things is much easier to do through your talents than anything else. If I can give you an example, I had a person in coaching and she had been told for many years she was almost at the level of CEO, and now she was told, if you're going to reach that level, you do need to work with your with your empathy, right, because you'll have your employees are leading behind you. You are too quick, too fast, right, And I saw you need to do something. And believe me, she had been through I don't know how many programs were learning body language and emotional intelligence and you know whatever, and it didn't really help. Now, this is what is happening when you put people to programs to learn something. If they don't already have connections a cluster of connection in that area, it's very difficult to keep that learning. So when she came to me and we talked and and we did did the assessment to see, okay, her number one talent was discovery and I said to her, so tell me more about what does it about? How does it talent play out? And she said, wow, you know, I'm so curious. I'm really curious about things and putting things together and discovering new things and all this. And said to her, okay, could you be more curious to what is going on with your employees. It sounds so simple, but that was a deal breaker for her because now you talk to a language and you spend time in areas the brain already have big connections. So when she came back to coaching after after three weeks, she said, whoa you know, the CEO said to her some of her employees, and what's happened to her? I mean she's become much more empathic. No, it's nothing to do with empathy, but she just spend more time on being more curious. Because so in that way, then then the brain slowly but surely starts to build bridge to the empathy. And then she realized, oh, if I'm more curious about what goes on with you, then I get a different response and the brain picks up on that. So this is why it's so important to know these talents, because when we know them, it's much easier to bridge from where we have that to what we want more of. And this brings me to this whole thing about talking about weaknesses. And this is because let me just let me just say this once and for all that you are never gonna reach excellence in areas where you feel that you are having to struggle big time. But what you can do? You know? Another example like you know when we have small kids, right, and we want them to teach math, but they don't have a clue, and you say what's two plus two? When they're just I don't know. But if they can, if they know the world for apple and they can count to fall and you put two apples on one hand and two apples in the other, and you say, oh, many apples? Is this one of there is four apples? So you see, this is what for some reason we lose that kind of ability to talk to the language the brain already knows, because we want to everybody kind of if we have a position, we want that position to be like this, and everybody needs to follow the same structure. You see. And this is also about mass motivation. Yes that's exactly where I was going, Yes, exactly, but this approach here, you see. But if you if you ask a person who has one year in school and they are very mathematically and they're already are so good with numbers, of course they would be able to see the equation. So this is about learning new things through where you already have connections in the brain. So yeah, beautiful. I'm just cognizant of how far we are away from having to conclude the show, and I still want you to talk about purpose, of course, but before we do that, let me just do this for our listeners really quick, because I want them to understand just what you have created in this assessment, which is beautiful. You've you've your researchers identified two hundred needs and one hundred and seventy talents, and you grew up them into fourteen broad categories of needs and nine broad categories of talents. So I just want to We can't talk about those now, but I just want to. I want the listeners to understand the breadth of what your assessment and your research has covered, so they can start to recognize and appreciate just what they can learn about themselves. So having said that, now let's talk about purpose. Yes, now again purpose, As you said, my purposes that through neuroscience, I develop and catalyze new programs and pthodologies that help people find their motivation. I have a lot of speaking engagement, I do a lot of teaching, I do a lot of coaching and so on. Now, if I go into a room, what and something. Just think of it. I'm going to do a presentation, for instance, or I'm going to do I have a speaking engagement where I'm going to talk to leaders or whatever it is. Now, if I go in there, I also have a need for personal power. So I go out on the stage and somebody in the somebody in the room starts to you know, shuffling around there, I've phone or whatever. Now my brain will automatically see that person as a threat because I don't have the personal power. Can you follow me on this one? Yeah, but that is not my purpose, right. My purpose is to offer what I have and because I cannot control how other people are going to walk away with what I give them. So this is the whole thing that and because of that, I'm aware or I am able to detach from other people's behavior because they do what they do. But I'm here to you know, offer something. Whether they want to take it or not, it's outside my control. So that is why the purpose is so so important, because if we don't have an overall purpose, we tend to get into these needs and then we want We couldn't become needy. We want something right, And so the purpose is really what can help us be in the more rational part of the brain and not getting shopped into other people's back behavior or shot into circumstances that is not good for us. So the purpose is really powerful. And I can tell you if I have known what I know today, I could have saved myself and some companies a lot of money and frustrations not changing jobs so often and so on and so forth. So it gives this calm. Is the other thing about the purpose, which is really important is to say I don't do things that it's not aligned with my purpose. Now, the question I sometimes get when I work with the organization is but what if what if the purpose of the CEO or the employees doesn't match the purpose of the company. Well, that's not that's not really the question. The question is how to apply your purpose in the situation you are in. For instance, I can't be as I am I'm the founder of Motivation Factor Institute. But let's just say that I want to work for an organization in HR. I can still bring carry my purpose with me into that job. I can also go to a consultants company to work. But what I don't do is that I keep away from doing strategic work. When I do a work with company and work strategically with them about managing motivation and how to do that in the organization. But the strategy itself, you know, it's starting to do it. I'm not I can do it yet, but that's not my purpose. So I only focus on what is within my purpose, and that is the part where we talk about motivation. And that's smack in my world right there and here we've done it. We managed to do it, Heley, We managed to just I don't want to say blow pass, but we have now used an hour of time together. Can you believe that we're at the end of the program and I want to give you the chance to close as you like, so say in less than say twenty seconds, what would you alleged leave our listeners with. What I wanted to leave you with out there is that motivation is too important to leave to others. Absolutely, so take it on yourself. Is that what you mean? Thank God? It beautiful, beautiful way to finish. Yes, you deserve that exactly right, Helly, thank you so much for joining us today and sharing your beautiful insights the way that you rendered them. Clearly that it's from a passion and purpose and I really appreciate you joining us today. Thank you well, thank you for giving me the opportunity. I really enjoyed it at this Coold mean too listeners. If you want to learn more about Helly, her book The Motivated Brain, or what she and her team are doing at the Motivation Factor, visit her website, it is motivation Factor dot com. Last week, if you missed the live show, you can always recorded podcast, we were on the air with David Drake of The Moment Institute. We talked about the work he does to create transformative encounters in the workplace. Next week, we'll be in the air with j PreK, who is the co founder of Sony Entertainment Television and author at talking about the work he's doing to help successful entrepreneurs exit their venture as to practice philanthropy and wealth management while reducing emotional baggage right themselves. See you there. Remember their work is at least a third of our life. So let's work on purpose. We hope you've enjoyed this week's program. Be sure to tune in too. Working on Purpose featuring your host, doctor Elise Cortez, each week on the Voice America Empowerment Channel. Together, we'll create a world where business operates conscientiously, leadership inspires impassioned performance, and employees are fulfilled in work that provides the meaning and purpose They crave see you there. Let's work on purpose. Then the