Motivation: Fortifying the Precious Resource that Powers Results

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What's working on purpose anyway? Each
week we ponder the answer to this question.

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People ache for meaning and purpose at
work to contribute their talents passionately and

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know their lives really matter. They
crave being part of an organization that inspires

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them and helps them grow into realizing
their highest potential. Business can be such

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a force for good in the world, elevating humanity. In our program,

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we provide guidance and inspiration to help
usher in this world we all want.

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Working on Purpose. Now. Here
is your host, Doctor Elise Cortes.

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Welcome back to the Working on Purpose
Program. Thanks for tuning in again this

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week. I'm your host, Doctor
Release Cortes, joining you live from Dallas,

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Texas, which is home base for
me. If you've been tuning in

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for a while, you know this
program is a thought leadership series that enlightens

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and inspires listeners with insights from distinguished
business leaders and subject matter experts. Here,

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I'm Working on Purpose. We're committed
to realizing a world where work is

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enriching and a purposeful part of life. Leaders inspire people to realize their own

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greatness while contributing their passion and businesses
elevated to unleashing spectacular cause in the world.

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Each week in these conversations, I
hope you walk away with something that

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changes the way you think that you
can immediately put to use. Much of

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the content we discussed on this program
is a reflection of the work I do.

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So as you listen, if you
catch a glimpse of anything I can

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do to help, go to my
website at leakscoretes dot com and use the

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contact me feature to message me.
Let's talk about what's going on for you

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and how I might be able to
help at any rate. I'm glad we're

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connected and thanks for listening. Now
onto this week's program with us today is

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Helly Bundgard. She's the founder of
Motivation Factory Institute in Denmark and co author

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of The Motivated Brain. She has
dedicated the last twenty years to translating the

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newest discoveries within the field of neuropsychology
into hands on tools that create and support

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motivation. She joined today from Copenhagen, Denmark. Helly, welcome to Working

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on Purpose. Thank you very much, looking forward to it. It's so

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great to have you on the show. Let's thank our common friend Julie Lynch

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for bringing us together. Thank you
Julie for bringing a fantastic person into my

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world. So let's open shally one
of my most favorite topics there is motivation.

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In fact, this morning, heley
on, before this conversation, I

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was out running and I was just
thinking about just how central motivation is for

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me as well in the work that
I do. So let's talk about where

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your interest in motivation came from.
And you say in the book that I

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read, of course, cover to
cover, that it's universal, but it's

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also very individual and situational. And
I love this precious and you wondered about

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a common denominator. So I want
to know you left a job and then

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you spent four years looking into the
latest psychology and brain science and the result

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is here you are working at Motivation
Factor and you've created a framework. So

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tell us a bit more about where
this interest in this fascination with motivation came

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from. Yes, well, it's
actually started in my career in in software

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where I work with international sales and
business development. And it also it always

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showed me that, you know,
even though I had a very nice job,

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I had a good paycheck, I
had absolutely everything I could dream of,

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and still I changed job every second
year. Then I became bored and

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then I wanted something new to happen. So that was actually that was what

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kind of started the whole thing.
So I decided, Okay, I'm just

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going to dedicate my life to really
find out what it is that motivates people.

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And as you say this about you
know, running, it also came

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to me one morning I went for
a run that you know, the brain

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is denominator. If we look at
it like that, it's the same brain

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we have. You know, the
process there is the same whether we're from

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Denmark or US or China. It's
a software that makes us different. And

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with that in mind, I just
decided that's what I want to do.

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I want to make people superuser of
their brain. And motivation is a focal

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point in this whole process because it
is motivation that decides if we do or

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don't do something. So this is
actually a very short recap of how this

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all started. Yeah, beautiful,
absolutely beautiful. I love how you say

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that the brain is the super user. You make people a super user of

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their brain. That is gorgeous.
So motivation, if I think about it.

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For me, people refer to me, I'm they always the one word

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they used to describe me and the
work that I do is energy. So

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when you think about motivation, why
is it so important? Why would you

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for people who don't know on the
level that you do distinguish for us,

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why is motivation so important in our
lives? Well? Interesting enough, Also,

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when I started this whole journey,
it was all about intrinsic motivation,

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how to get intrinsic motivated. But
intrinsic motivation is only half part of the

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story. If you are not able
to identify what takes away your motivation,

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which is the other half part of
the story and actually is the foundation for

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that, you can't get intrinsic motivated, then you are missing something. And

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for me, it was all about
these energy trainers, which which you can

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say an energy drainer occurs every time
your expectation doesn't match your life circumstances.

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And those expect those expectations can be
set by others, but they can definitely

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also be set by ourselves. Right
that we always have very high goals,

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we always put ourselves in top.
We always want to achieve more, better,

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better, better, So we might
have some expectations to ourselves that can

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be really hard actually to achieve and
the expectations often that we have for others.

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This is what we call energy trainers
because eighty percent of what trains and

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our energy actually comes from what other
people do or don't do. And these

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energy trainers, they are they are
actually they are taking up space in the

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working memory of the brain like the
computer. Right, So there's also a

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certain amount of capacity in the computer
to process information. Where you can store

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information, there's tons of place of
space. So this when we work about,

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when we work with energy trainers,
it's about making sense of them and

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putting them on the hard disk.
You can say, I appreciate so much

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how you distinguish that, Telly.
That is just for me and my parliams.

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Yummy. So I want to talk
next about what you did, what

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you address so beautiful in your book, the idea of how organizations try to

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leverage mass motivation through through various means
employee benefits, sales and centerps et cetera.

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And here's why I want to do
that. I really really think that

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right now, in the middle of
this COVID nineteen pandemic, on the other

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side of that, we have such
an opportunity to recast the way the workplace

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is experienced and work gets done.
That is, if we step into that

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opportunity, we can literally recreate this
space that so many people drag themselves to,

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that being the workplace. So if
we can get away from this idea

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of mass motivation that's so commonly employed
and move towards something else, first,

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talk about you know, what is
this idea of mass motivation? How does

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it show up in organizations? So
we can distinguish that. Yeah, so

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when I talk about mass motivation,
it is you know, there's so many

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motivation theories out there. They are
all very good. You can say that,

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think that's hurts for all these motivational
theories, they are good. But

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in fact, what really matters is
how you manage your motivation. And this

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is where it is individual and it
is situational because like we talk about the

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energy trainer, they are individual and
situational. And if people in the workplace

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feel like they're victims of their circumstances, it's very difficult to make them change.

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It's very difficult to make them buy
into change. So working with motivation

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in organizations, it is really about
helping people to manage motivation because it is

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a due responsibility between the employer,
employee and the manager. You can't leave

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motivation to the manager. And you
can say, if you look at the

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manager today, it's just so busy. We have been called out to I

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don't know how many workshops where they
only want half a day workshop and we

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talk about motivation, but then when
we leave, you know it's either too

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complex or it's too whatever. So
that that that the foundation that you leave

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people with is this outside in approach. Now I'm successful, I'm going to

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tell you how I'm successful, and
then you hope that what works for you

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actually also works for the individual,
and this is very, very seldom the

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case. Therefore, each individual needs
to really identify themselves what they need to

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pursue and what they need to avoid
to stay motivated in any context. So

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this is primarily the work we do
in organization. It is really to help

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them get what I cause they coulda
buy in. How do you get employees

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managed as a whole organization to buy
into the change, the strategy, or

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whatever it is that you want them
to buy into, And that is very

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individual. My intrinsic motivation is not
the same as yours. My energy trainer

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is not the same, My needs
is not the same, and I need

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to identify that so I know what
I can do. Does that make sense?

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It does? And I want for
our listeners really quick, because you

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do this beautifully in the book,
to just list out so they can start

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to distinguish what we mean about getting
more specific and intrinsic. So the mass

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motivation some of the things you mentioned
in your book, of course, are

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you know, the sales incentives,
corporate communications, team building, open door

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policies, participating in management practices,
reward and recognition programs. Those are all

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considered mass motivation. So I know
Dan Pink's fairly well. Dan Pink's worked

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fairly well, and I got him. I'm on the show one of these

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days. I hope he'll say yes. He has said yes, But then

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I have to get past this agent. Right. But you say in your

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book that he reminds us that intrinsic
motivation comes through purpose, mastery, and

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autonomy, and then you sort of
distinguish how these motivators are more potent than

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x strink motivation, which usually comes
in the form of safety, security,

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salary, pleasant working environment, et
cetera. So say more about intrinsic motivation.

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Yeah, it's okay if I can
stop a little bit on an on

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another page or that. When we
look at motivation and we look at how

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motivation is created, we have as
I said, there's there's two there's two

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level in it. The first thing
is to identify what you need to avoid

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to stay motivated, which as I
said, is those two layers of what

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drains or energy and also your needs. And then that is what we call

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often linked to intrins or extrinsic motivation. Then we have the two upper layers

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in the brain and they are talking
about talents and purpose. So we have

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kind of four layers if we look
at motivation. We have energy needs,

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which is linked more to the emotional
part of the brain, and then we

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have talents and purpose, which is
linked to the more rational part of the

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brain. So those two things is
really because if you only operate with motivation

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from the emotional part of the brain, which is driven by extrinsic things.

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Do I get the pay I want? Are my colleagues nice to me?

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Do I have the spot in the
in the in the company that I want?

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Do I get the promotion? All
of these things they are external driven,

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right where when we talk about internsic. Motivation. When we talk about

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spending time with your talents and your
purpose, it is about what you would

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naturally do without even considering to get
a reward from it, meaning that when

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when if you have, for instance, a talent for mastery, you would

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be so diving into the whole thing
about the for instance, from me about

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the brain I have read. I
don't know how many brain books. I'm

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totally in my own spot when I
do this. I'm in my flow right.

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I don't need anybody to come and
give me a punch in the bag

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and say well done. No,
I just do it because I just can't

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help doing it. And then if
we look at the purpose part, this

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is linked to the same feeling that
actually, I'm not in this to get

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something to get something. I'm in
it to give something. So that is

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a huge difference because when you give
something, you are in an appreciative spot

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where you want something. You see
things, incidents and those you know as

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a threat. If you don't get
it, that makes you bad. You

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don't get the same reaction. If
you are not able to master for instance,

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it's not going to create an emotional
reaction with you, but you get

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a sense of fatigue if you're not
able to spend time on your talents.

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So there is as I anyway,
the research that I have done there is

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these four layers is the energy needs, talents, and purpose and they are

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all equally important to manage. How
beautifully rendered helly. And that's exactly why

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I wanted you to just to address
the way that you look at it and

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how you've been an inquiry into the
space, because it gives such a new

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way for people who are listening to
this to consider motivation and I hope in

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a way that they've never heard before. Let's talk just briefly and then we'll

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need to cut for a quick break
here about your M factor. Yes,

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yes, So the M fact is
when you are able again to manage to

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manage your motivation where you are able
to identify, Oops, I'm too much

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extrinsic driven right now, So I
need to spend more time on my intrinsic

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motivation, on my talents and my
purpose. And at the same time,

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we have what we call motivation capabilities, which is a really important part.

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So if you look at it again, from these energy needs, talents and

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purpose, the energy and needs referring
to energy drainers and needs, personal needs

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that can be threatened. That is
what we call motivation capabilities. And if

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you have too many energy drainers in
your life, if you have too many

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things, too many needs, that
is being threatened. Your capacity to manage

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your motivation is slowing. Like the
computer again, if I can use it

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as a reference, right, the
more programs you upload in the computer,

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what happens then it slows down exactly. That is the same with the brain,

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because energy drainers needs their processes,
they are being processed in the working

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memory of the brain, and that
slows it down. And that is what

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makes people, you can say,
thmocided. If you're too much in there,

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if your motivation capabilities are too low, it's very difficult, very difficult

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to move yourself or to move others. Absolutely, absolutely and beautifully said.

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And now that we've really created a
base here, let's go ahead and grab

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our first break. Helly, I'm
your host, doctor Elise Cortes. We've

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been on the air with Helle Boondegarde. She is the founder of Motivation Factory

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Institute in Denmark and the co author
of The Motivated Brain. We've been talking

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a bit about her research and what's
formulated the underlying of our assessment and her

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work. After the break, we're
going to dig more into each of those

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four areas of motivation. Stay with
us, we'll be right back. Doctor

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Release Cortes is a management consultant specializing
in meaning and purpose and inspirational speaker and

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author. She helps companies visioneer for
greater purpose among stakeholders and develop purpose inspired

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leadership and meaning infused cultures that elevate
fulfillment, performance, and commitment within the

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workforce. To learn more or to
invite Elise to speak to your organization,

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please visit her at Eleascortes dot com. Let's talk about how to get your

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employees working on purpose. This is
working on Purpose with doctor Elise Cortes.

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To reach our program today or open
a conversation with Alise, send an email

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to Alise Alise at elisecortes dot com. Now back to working on purpose.

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Thanks for staying with us, and
welcome back to working on purpose. If

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you're just joining us, My guest
is Helly Boonegarde. She's the founder of

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Motivation Factory Institute in Denmark and the
co author of The Motivated Brain. She's

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dedicated the last twenty years to translate
in the newest discoveries within the field of

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neuropsychology into hands on tools that create
and support motivation. I'm your host,

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doctor Elise Cortes. So for this
next segment, Haley, I want to

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give our listeners more access to that
four part model of yours that you address

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and you did mention energy needs,
talents, and purpose, and I want

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to take them take you through each
one of those. So to start,

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I'm very very intrigued about what you
talk about with energy drainers, and so

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I think this would be very useful
for our listeners if you could help us

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understand what do you mean by drainers? What does that look like? Yeah,

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so if you ask yourself, what
right now is training my energy?

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You know, it could be a
colleague, it could be having kids at

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home, have to homeschool that,
it can be a trillion different things.

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But those energy trainers, as I
said, it's often or they occur when

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our expectation doesn't match our life circumstances. So that means that, for instance,

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if I have an expectation that my
colleague, for instance, delivers something

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to me at ten o'clock this day, and they don't. That becomes an

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energy trainer. Or it could also
be that I have an expectation of myself

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that, you know what, this
morning, I'm going for a run,

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and then when the clock rains and
I shut it down and I think,

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oh no, not today, and
when I woke up, that would also

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often be an energy trainer. You
already trained because you didn't fulfill your own

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expectations as you put them out.
So energy trainers occur in many different ways.

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But as I said, typically eighty
percent of what trains or energy is

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about something that somebody do or don't
do. And honestly, we cannot change

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other people. That's right, I
can unless they are willing to change.

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And therefore, when we get these
energy trainers, it is often it's just

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put out there as you know a
world. You know, people don't deliver

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what they need to do. That
is an energy trainer. And what is

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important is to understand what is actually
behind that energy trainer, to really get

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words, to put words to it
so we are able to process it in

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the more rational part of the brain, because the emotional part of the brain

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doesn't carry a language, it just
carried the feelings. Right, So the

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energy trainer, starting by putting words
to it that you know, I'm not

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getting what I want, And then
we have the conversation about, Okay,

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what expectations do you have? Well, I have the expectations that other people,

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you know, deliver in time and
that they keep their promises, all

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the expectations that you have. The
next question you could ask is that,

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okay, now, is there anything
that you feel that you would should have

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cut you in regards to this energy
trainer? Or put in another way,

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is there any guilt connected to this
energy trainer? And typically in this situation,

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people will say, oh, you
know what, yes, of course,

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because I'm not able to deliver when
I don't get the information. So

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that's the second kind of thing that
we discover. Then we can ask the

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question, okay, now, is
any standards of boundaries being crossed as a

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result of this energy trainer? And
then the person might say yeah, I

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don't know, yeah, because I
cannot hold my deadlines and so on and

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so forth. And the last question
is so is there any do you toleration

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connected to this energy trainer? And
the toleration can be yes, I am

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tolerated other people's bad behavior. Right, So the first step of working with

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energy trainers is really to understand what
is behind, and you can do that

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by these questions. Then you realize, WHOA, there's a lot, you

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know, there's a lot of expectation
and standards and guilt and everything else.

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The next step we do is not
to die more into it, because it

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is what it is. So the
next question we are going to ask is,

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okay, what would you like instead
of the energy trainer? And in

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this situation, people could say,
well, and of course I want people

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to deliver on time. Okay,
why is that important to you? Well,

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that could be important to me because
then I can meet my deadlines,

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I will feel more connected to my
colleagues, I will not be so angry

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and all those kinds of things.
That is why it's important to me.

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And then the last question we ask
is okay, so what within your control

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can you do to get more of
what you want? And this is a

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very empowering exercise because you are moving
from being the victim to actually take it

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control. Here, Okay, what
can I do? Well, I might

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be I might I can try different
communication preferences. What I also can do

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is I can have a conversation with
the person and dive more into looking into

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from their perspective, maybe bond more
with them, or I can focus on

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other areas that actually other things that
can give me what I want. And

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so there's always options always, And
as soon as you get these options on

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the table, you can literally see
the energy floating into people and that they're

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like, whoa, Yes, I'm
not a victim. I'm not stuck anymore.

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I actually have options now. One
options could also be to lead,

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you know, if that energy drain. Now, if you have a manager,

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for instance, that you just no
matter what, you cannot satisfy you

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get it's just you have tried everything. Then one option is to leave.

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And when I put that to people, they're like, no, no,

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I don't want to do that.
Okay, but that is a choice,

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right. You see the difference between
feeling that you are stuck in a situation

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and that you are the victim.
You actually have one option and that is

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to leave. Now you choose to
come here every morning, right, So

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what more just do you have?
So just to look at it like this,

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give people the you know, the
opportunity to really focus on what is

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within their control. And then the
last thing is, of course saying okay,

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now, now we have all these
options that you can do which is

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within your control. Which of these
options would you like to do something about

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right now? This is a very
powerful exercise and also a very powerful exercise

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to do together with somebody else,
because sometimes we cannot you know, we

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cannot see the forest for trees,
and therefore it can be really nice to

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have somebody to do it together with. I also do this exercise in teams

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in organization, where we start this
work saying okay, what is in your

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way, what is draining this team's
energy right now? And then we do

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it as a team exercise. It
is so powerful because that releases the energy

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where you feel empowered again, you
feel in control. Right. So that

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is the first layer that is about
really identifying what it is that takes so

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much energy in your working in your
working memory that you cannot find space for

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other things. Right as soon as
you've done this exercise, you can put

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it on the hard disk, because
then you have given a language to it,

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to what is going on, and
you are putting it from the emotional

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part of the brain, lifting it
to the more rational part of the brain

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where you are able to make gold
oriented actions and behavior and visualizing what you

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can do. Oh my gosh,
Shelly is just gorgeous. Yes. And

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the way that you that when you're
right, when you give language to something,

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I like how you situate that it
allows us to put it into the

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rational brain. You were going to
say something else before I stepped in.

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Nope, nope, okay, okay, you ready to go on to your

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next level? Needs? Yeah,
okay, before you talk about that,

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let me just share with our listeners
what I found so intriguing it as a

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way to start the situation process.
But you describe a need as a pattern

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of behavior that makes us feel comfortable
and safe. That right there alone just

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gives us access. And then you
say, what happens when our needs are

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met or not met? Is it
makes all the difference? And so let

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me ask you this, Helly,
When when our needs are not met,

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you say that we feel threatened and
usually respond with a visceral or prime primal

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emotion like anger or fear or even
violence. So I want to just start

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with that as a premise because I
think that really helps our listeners understand and

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get access to needs. So what
do you want to share with us about

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needs? Needs us absolutely my favorite, because that is probably the one thing

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that knowing those will give you the
biggest impact in managing your own motivation.

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The needs are your emotional treats,
and as you said, they are there

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to serve you because when you get
your needs met, you feel good.

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Now, given an example, one
of my needs is freedom. Right,

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So when I have freedom, I
feel good. Right, And the needs

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is also what you would pursue.
So that means that the needs can serve

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you, but it can definitely also
be as I said, the emotional trigger

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that actually can take you away from
being the best part of doing the best

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version of yourself. An example this
need of freedom. Now, I travel

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about one hundred and fifty days a
year, and when I come to the

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airport and they tell me my flight
is delayed, I get this chemical reaction

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in the brain. I get angry
with the person who delivers the message,

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which is just stupid. You know
that in your rational part of the brain.

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You do know that, But in
that moment, that is the threat,

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and this is what I'm so in
that moment, the person who delivered

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the message is the threat. And
then I go back to these basic reactions.

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Either I'm going to fight it.
I'm gonna freeze, I'm gonna run

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away. But because I know,
okay, I get I get it,

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I get the trigger. But now
I know, okay, this is my

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need being threatened. I don't need
to react, right, that is not

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that person's fault. That awareness makes
me again rise it to the rational part

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of the brain. But if you
don't have that knowledge, right, this

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is why you see people that is
normally very functioning go best search in situations

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where what was that? Why do
they shout at that person? Because that's

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not their fault. Everybody knows that. No you don't, because in that

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moment, that person becomes a sable
tiger. And then we are again back

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to the emotional part of the brain. Now the brain is not able to

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distinquish whether it is actually a dangerous
animal attacking you or it is a hostile

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colleague coming towards you. So therefore
it is really important to work with the

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needs, understand the needs, these
emotional triggers, because then you are able

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to not respond so much to it. And if we look at extrinsic motivation,

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extrinsic motivation goes directly to the needs, because if you have a need

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to succeed, or you have a
need to be appreciated and you don't get

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that appreciation or you don't that bonus
or whatever it is. Then you go

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back to these reactions again. Either
you're going to fight for it, you're

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going to run away, or you're
just going to freeze, become ignorant,

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you know, being all these people
that just don't want to change because you

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just Okay, you know what's worth
it, because you know so that is

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probably most of the most the most
important thing to know is those needs.

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If you if you look at it
like this. Let's say that you have

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a a if you as a sales
director, you have a need for freedom,

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and you have a sales manager who
has a need for order. Now

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what happens when that person goes to
the sales director and says, you know

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what, I would like to for
you to give me some instructions because I

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would I mean, I would like
to get some feedback. And the sales

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directors like, come on right,
go out and do as you want to

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do, because you know, you
get you get a high pitcheck. So

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you figure it out. Because he
likes the freedom himself, he doesn't want

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anybody to provide him the structure.
So we lead and we treat others with

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the same thing as is important for
us. Right, And there you have

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a typical needs conflict because if you
have another says director in the organization who

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also have a need for freedom,
those two people will talk so brilliant together,

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while the person with the need for
order, he or she would think,

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what a joke, right, what
a joke. This is the worst

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boss I ever had. So this
is the whole thing about the needs that

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you need to be aware about it
because if you don't have the need to

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be appreciated yourself, you don't think
about it. So that means that if

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you have people in the organization who
does have a need to be appreciated,

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it can be really hard. Right. So this is why it's so important

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with the needs, because they are
your emotional traders and they are really powerful,

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and every conflict is a matter of
need. Every anger starts by needs.

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So this is a really important tool
to know or inside to have.

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And what we also see is that
the needs are also anchored in the energy

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trainers, right, yes, yeah, so it's all linked together. So

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this is why we talk about the
motivation capabilities that is kind of the two

401
00:32:40.279 --> 00:32:45.000
things in the In the bottom,
you can say what we refer to as

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motivation capabilities. How capable are you
identifying what to pursue and to avoid to

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00:32:52.680 --> 00:32:58.400
stay motivated and to manage your motivation. I'm not talking about intellectual capabilities,

404
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and I'm simply talking at how much
capacity is left in the brain to move

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to the next you know, to
move to the upper part of the brain,

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the rational part of the brain beautifully
rendered. And again I just wanted

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to extract your expertise because you're giving
our listeners such an access, a deeper

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00:33:19.480 --> 00:33:22.319
access to motivation than Jesse. I
feel like doing it right, don't so

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00:33:22.799 --> 00:33:25.000
on that. Let's grab our last
break. I'm Elise Cortez, your host,

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00:33:25.000 --> 00:33:29.079
who been on the air with Helle
Bundegarde. She's the founder of Motivation

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00:33:29.200 --> 00:33:32.039
Factory Institute in Denmark and the co
author of The Motivated Brain. She joins

412
00:33:32.079 --> 00:33:35.960
her today from Copenhagen, Denmark.
After the break, we're going to hear

413
00:33:35.960 --> 00:33:37.920
more about talents and purpose. Stay
with us, We'll be right back.

414
00:33:49.599 --> 00:33:55.000
Doctor Release Cortes is a management consultant
specializing in meaning and purpose and inspirational speaker

415
00:33:55.039 --> 00:34:00.359
and author. She helps companies visioneer
for greater purpose among states colders and develop

416
00:34:00.440 --> 00:34:07.920
purpose inspired leadership and meaning infused cultures
that elevate fulfillment, performance and commitment within

417
00:34:07.960 --> 00:34:13.599
the workforce. To learn more or
to invite Elise to speak to your organization,

418
00:34:13.920 --> 00:34:16.960
please visit her at Eleasecortes dot com. Let's talk about how to get

419
00:34:17.000 --> 00:34:29.800
your employees working on purpose. This
is working on Purpose with doctor Elise Cortes.

420
00:34:30.320 --> 00:34:34.239
To reach our program today or open
a conversation with Alise, send an

421
00:34:34.239 --> 00:34:42.320
email to Aleise Alise at Elisecortes dot
com. Now back to working on purpose.

422
00:34:46.960 --> 00:34:50.480
Thanks for staying with us, and
welcome back to working on purpose.

423
00:34:50.639 --> 00:34:52.840
If you're just tuning in, my
guest is Helee Buondegarde. She's the founder

424
00:34:52.880 --> 00:34:57.920
of Motivation Factor Institute in Denmark and
the co author of The Motivated Brain.

425
00:34:58.280 --> 00:35:00.840
She's dedicated the last twenty years to
try letting the newest discoveries within the field

426
00:35:00.880 --> 00:35:06.639
of neuropsychology into hands on tools that
create and support motivation. I'm your host,

427
00:35:06.639 --> 00:35:09.880
doctor Elias Cortez. Okay, so
the next part of your model here

428
00:35:10.400 --> 00:35:14.039
is talents, and so I want
to talk with them about their role in

429
00:35:14.119 --> 00:35:20.239
motivation. What shall we say there, yeah, now if I can,

430
00:35:20.679 --> 00:35:24.719
if I can stop, But just
telling a little story because when I was

431
00:35:24.760 --> 00:35:30.159
in my stories importanties, when I
was in my early thirties, I became

432
00:35:30.199 --> 00:35:35.000
an item millionaire. I was one
of the founders of an IT company that

433
00:35:35.159 --> 00:35:38.920
was so very successful to another IT
company, and I became an item mallionaire.

434
00:35:39.519 --> 00:35:45.000
Now for different reasons and growing up
in a very poor childhood and so

435
00:35:45.039 --> 00:35:50.760
on, one of my primary goal
when I went to work was to become

436
00:35:50.880 --> 00:35:54.679
rich. That was just one thing
I just wanted. So that when I

437
00:35:54.880 --> 00:36:00.639
reached that goal and I was there
with all these money, of course I

438
00:36:00.760 --> 00:36:05.719
was ecstatic. I mean everybody would
kind of be ecstadic. But then after

439
00:36:06.159 --> 00:36:12.039
a few months the emptiness came in
in the sense but then now what you

440
00:36:12.079 --> 00:36:20.159
know, I reached my overall goal. So then what so actually it became

441
00:36:20.360 --> 00:36:23.920
it became great motivator, yes,
but it also after a few months it

442
00:36:24.000 --> 00:36:29.960
became a really demotivator because then it
was all the things about but what is

443
00:36:29.960 --> 00:36:32.079
the purpose If I'm not going to
do this anymore. I already reached what

444
00:36:32.159 --> 00:36:37.159
I want, So what do I
do with my life now? Just for

445
00:36:37.239 --> 00:36:43.079
the for the history, I lost
all the money again. Mother. Just

446
00:36:43.119 --> 00:36:47.119
to put that out there was absolutely
that was absolutely demotivating. But you know

447
00:36:47.199 --> 00:36:53.039
what, after some months you're back
again. So this about going back to

448
00:36:53.079 --> 00:37:00.000
this about the goal. And I
coach senior executives all over the world,

449
00:37:00.760 --> 00:37:02.920
and I can tell you that it's
some of the same struggle that they have.

450
00:37:04.119 --> 00:37:07.880
Now they have become CEO of this
big company and they have tried to

451
00:37:07.960 --> 00:37:13.199
become CEO of bigger and bigger and
bigger companies. And then what kind of

452
00:37:13.719 --> 00:37:17.000
at some point you reach the level
of where you are Okay, yes,

453
00:37:17.320 --> 00:37:22.039
but then what you start to think
about this? What is it? What

454
00:37:22.159 --> 00:37:23.639
is the meaning? What is the
purpose? Right? What is the next

455
00:37:23.639 --> 00:37:29.840
step for me? Because everything I
pursue I reach? Okay, anyway,

456
00:37:30.719 --> 00:37:36.440
so the talents and the purpose,
because those two things are so well connected.

457
00:37:37.800 --> 00:37:43.800
If I can start with telling my
purpose that my purpose is that through

458
00:37:43.920 --> 00:37:51.800
neuroscience, I discover and catalyze new
programs and methodologists that help people find their

459
00:37:51.880 --> 00:37:58.679
motivation, that is my purpose.
Yes, now, catalyze and discover those

460
00:37:58.679 --> 00:38:05.480
two are very high on my talent
list. And when we talk about talents

461
00:38:05.519 --> 00:38:09.880
in this when we talk about this
framework, we are not talking about competencies,

462
00:38:12.119 --> 00:38:19.400
we are talking about where the brain
has this big network where that naturally

463
00:38:19.440 --> 00:38:24.159
would whenever you are doing something,
it goes to those network which is huge,

464
00:38:25.079 --> 00:38:30.320
and you would naturally pursue that to
do whatever it is that you want

465
00:38:30.360 --> 00:38:37.280
to do. For instance, whenever
I get an assignment, I also have

466
00:38:37.360 --> 00:38:42.360
a talent for mastery, what do
I do? I look for new opportunities.

467
00:38:42.400 --> 00:38:45.159
You know, I catalyze and I
just can't help it. But that

468
00:38:45.280 --> 00:38:51.159
doesn't have anything to do with my
competencies. It's not a skill set.

469
00:38:51.440 --> 00:38:55.519
It's just the way the brain because
if you look at it like this,

470
00:38:55.639 --> 00:39:00.599
the brain is lazy, so it
would always take the fastest path, and

471
00:39:00.639 --> 00:39:07.760
the fastest path to finding new things
is through areas in the brain while you

472
00:39:07.840 --> 00:39:13.039
already have a lot of connections.
So when we talk about talents here,

473
00:39:13.119 --> 00:39:17.320
it's about where do you have the
biggest cluster of connections in the brain and

474
00:39:17.400 --> 00:39:23.679
how do you use that because learning
new things is much easier to do through

475
00:39:23.719 --> 00:39:31.199
your talents than anything else. If
I can give you an example, I

476
00:39:31.239 --> 00:39:37.400
had a person in uh In uh
In in coaching, and she had been

477
00:39:37.480 --> 00:39:45.119
told for many years she was almost
at the level of CEO. And now

478
00:39:45.159 --> 00:39:47.280
she was told, if you are
going to reach that level, you do

479
00:39:47.400 --> 00:39:53.079
need to work with your with your
empathy, right, because you'll have your

480
00:39:53.119 --> 00:39:58.400
employees are leading behind you. You
are too quick, too fast, right,

481
00:39:59.440 --> 00:40:02.440
and you need to do something.
And believe me, she had been

482
00:40:02.480 --> 00:40:09.599
through I don't know how many programs
with learning body language and emotional intelligence and

483
00:40:09.840 --> 00:40:15.840
you know whatever, and it didn't
really help. Now, this is what

484
00:40:16.039 --> 00:40:22.199
is happening when you put people to
programs to learn something. If they don't

485
00:40:22.239 --> 00:40:28.239
already have connections a cluster of connections
in that area, it's very difficult to

486
00:40:28.400 --> 00:40:34.400
keep that learning. So when she
came to me and we talked and we

487
00:40:34.480 --> 00:40:39.440
did the did the assessment to see
okay, her number one talent was discovery

488
00:40:39.840 --> 00:40:44.239
and I said to her, so
tell me more about what is it about?

489
00:40:44.239 --> 00:40:46.239
How does this talent play out?
And she said, wow, you

490
00:40:46.280 --> 00:40:51.400
know, I'm so curious. I'm
really curious about things and putting things together

491
00:40:51.639 --> 00:40:54.400
and discovering new things and all this. And said to her, okay,

492
00:40:54.639 --> 00:41:00.800
could you be more curious to what
is going on with your employees? It

493
00:41:00.960 --> 00:41:05.639
sounds so simple, but that was
a deal breaker for her because now you

494
00:41:05.800 --> 00:41:09.440
talk to a language, and you
spend time in areas the brain already have

495
00:41:09.559 --> 00:41:15.880
big connections. So when she came
back to coaching after three weeks, you

496
00:41:16.000 --> 00:41:21.000
say, whoa you know, the
CEO said to her some of her employees,

497
00:41:21.039 --> 00:41:23.559
So what's happened to her? I
mean, she's become much more emphatic.

498
00:41:23.960 --> 00:41:29.280
No, it's nothing to do with
empathy. But she just spend more

499
00:41:29.320 --> 00:41:34.559
time on being more curious. Because
so in that way, then the brain

500
00:41:35.079 --> 00:41:37.920
slowly but surely starts to build a
bridge to the empathy. And then she

501
00:41:38.079 --> 00:41:42.519
realized, oh, if I'm more
curious about what goes on with you,

502
00:41:43.079 --> 00:41:46.199
then I get a different response and
the brain picks up on that. So

503
00:41:46.320 --> 00:41:52.599
this is why it's so important to
know these talents, because when we know

504
00:41:52.800 --> 00:41:57.920
them, it's much easier to bridge
from where we have that to what we

505
00:41:57.960 --> 00:42:02.599
want more of. And this brings
me to this whole thing about talking about

506
00:42:02.679 --> 00:42:09.360
weaknesses. And this is because let
me just let me just say this once

507
00:42:09.440 --> 00:42:16.880
and for all that you are never
gonna reach excellence in areas where you feel

508
00:42:16.920 --> 00:42:23.559
that you are having to struggle big
time. But what you can't do you

509
00:42:23.599 --> 00:42:27.599
know another example, I can,
but you know, when we have small

510
00:42:27.679 --> 00:42:31.400
kids right, and we want them
to teach math, but they don't have

511
00:42:31.440 --> 00:42:34.800
a clue, and you say,
what's two plus two? When they're just

512
00:42:35.480 --> 00:42:38.639
I don't know. But if they
can, if they know the word for

513
00:42:38.719 --> 00:42:43.039
apple, and they can count to
four, and you put two apples in

514
00:42:43.079 --> 00:42:45.280
one hand and two apples and the
other and you say how many apples is

515
00:42:45.280 --> 00:42:50.920
this one? There is four apples. So you see, this is what

516
00:42:51.360 --> 00:42:57.440
for some reason, we lose that
kind of ability to talk to the language

517
00:42:57.519 --> 00:43:01.760
the brain already knows, because we
want to everybody kind of if we have

518
00:43:01.800 --> 00:43:06.400
a position, we want that position
to be like this, and everybody needs

519
00:43:06.400 --> 00:43:08.960
to follow the same structure, you
see. And this is also about mass

520
00:43:08.960 --> 00:43:13.320
motivation. Yes, that's exactly where
I was going, Yes, exactly,

521
00:43:14.039 --> 00:43:19.119
but this approach here, you see. But if you ask a person who

522
00:43:19.159 --> 00:43:22.760
has one year in school and they
are very mathematically and they already are so

523
00:43:22.880 --> 00:43:24.519
good with numbers, of course they
would be able to see the equation.

524
00:43:25.320 --> 00:43:31.480
So this is about learning new things
through where you already have connections in the

525
00:43:31.559 --> 00:43:37.519
bay. So yeah, beautiful,
I'm just cognizant of how far we are

526
00:43:37.519 --> 00:43:40.199
away from having to conclude the show, and I still want to talk about

527
00:43:40.199 --> 00:43:43.960
purpose, of course. So before
we do that, let me just do

528
00:43:44.039 --> 00:43:45.639
this for our listeners really quick,
because I want them to understand just what

529
00:43:45.760 --> 00:43:52.559
you have created in this assessment,
which is beautiful. Your researchers identify two

530
00:43:52.639 --> 00:43:55.760
hundred needs and one hundred and seventy
talents, and you group them into fourteen

531
00:43:55.800 --> 00:44:00.639
broad categories of needs and nine broad
categories of talents. So I just want

532
00:44:00.679 --> 00:44:01.960
to We can't talk about those now, but I just want to. I

533
00:44:02.000 --> 00:44:07.000
want the listeners to understand the breadth
of what your assessment and your research has

534
00:44:07.039 --> 00:44:09.480
covered, so they can start to
recognize and appreciate just what they can learn

535
00:44:09.519 --> 00:44:15.480
about themselves. So having said that, now let's talk about purpose. Yes,

536
00:44:15.159 --> 00:44:20.320
now again, purpose is as you
said, My purpose is that through

537
00:44:20.440 --> 00:44:24.079
neuroscience, I develop and capitalyze new
programs and methodologies that help people find their

538
00:44:24.119 --> 00:44:29.320
motivation. I have a lot of
speaking engagement. I do a lot of

539
00:44:29.360 --> 00:44:32.599
teaching. I do a lot of
coaching and so on. Now if I

540
00:44:32.639 --> 00:44:38.719
go into a room watching something,
just think of it. I'm going to

541
00:44:38.719 --> 00:44:42.920
do a presentation, for instance,
or I'm going to do I have a

542
00:44:42.920 --> 00:44:45.320
speaking engagement where I'm going to talk
to leaders or whatever. It is.

543
00:44:46.280 --> 00:44:51.000
Now if I go in there,
I also have a need for personal power.

544
00:44:52.159 --> 00:44:55.840
So I go out on the stage
and somebody in the somebody in the

545
00:44:55.920 --> 00:45:00.920
room starts to you know, shuffling
around their phone or whatever. Now my

546
00:45:01.119 --> 00:45:07.800
brain will automatically see that person as
a threat because I don't have the personal

547
00:45:07.880 --> 00:45:10.880
power. Can you follow me on
this one? Yeah? Yeah, But

548
00:45:12.039 --> 00:45:16.199
that is not my purpose, right. My purpose is to offer what I

549
00:45:16.320 --> 00:45:23.519
have and because I cannot control how
other people are going to walk away with

550
00:45:23.559 --> 00:45:29.639
what I give them. So this
is the whole thing that and because of

551
00:45:29.679 --> 00:45:37.119
that, I'm aware or I am
able to detach from other people's behavior because

552
00:45:37.920 --> 00:45:42.199
they do what they do. But
I'm here to you know, offer something.

553
00:45:42.400 --> 00:45:45.800
Whether they want to take it or
not, it's outside my control.

554
00:45:45.920 --> 00:45:52.519
So that is why the purpose is
so so important, because if we don't

555
00:45:52.519 --> 00:45:57.400
have an overall purpose, we tend
to get into these needs and then we

556
00:45:57.440 --> 00:46:02.960
want We couldn't become needy, we
want something right, And so the purpose

557
00:46:04.079 --> 00:46:07.559
is really what can help us be
in the more rational part of the brain

558
00:46:08.239 --> 00:46:15.519
and not getting shopped into other people's
bad behavior or shop into circumstances that is

559
00:46:15.559 --> 00:46:21.000
not good for us. So the
purpose is really powerful, and I can

560
00:46:21.039 --> 00:46:23.920
tell you if I have known what
I know today, I could have saved

561
00:46:23.960 --> 00:46:30.760
myself and some companies a lot of
money and frustrations not changing jobs so often,

562
00:46:30.840 --> 00:46:34.800
and so on and so forth.
So it gives this commis. The

563
00:46:34.920 --> 00:46:39.360
other thing about the purpose, which
is really important is to say I don't

564
00:46:39.400 --> 00:46:45.559
do things that is not aligned with
my purpose. Now, the question I

565
00:46:45.599 --> 00:46:50.119
sometimes get when I work with the
organization is but what what if the purpose

566
00:46:50.280 --> 00:46:53.880
of the CEO or the employees doesn't
match the purpose of the company. Well,

567
00:46:53.920 --> 00:47:00.440
that's not really the question. The
question is how to apply your purpose

568
00:47:00.559 --> 00:47:05.400
in the situation you are in.
For instance, I can't be as I

569
00:47:05.440 --> 00:47:07.840
am I'm the founder of Motivation Factor
Institute. But let's just say that I

570
00:47:07.880 --> 00:47:13.199
want to work for an organization in
HR. I can still bring carry my

571
00:47:13.280 --> 00:47:16.639
purpose with me into that job.
I can also go to a consultant company

572
00:47:16.679 --> 00:47:21.719
to work. But what I don't
do is that I keep away from doing

573
00:47:21.760 --> 00:47:25.440
strategic work. When I do a
work with company and work strategically with them

574
00:47:25.480 --> 00:47:30.679
about managing motivation and how to do
that in the organization. But the strategy

575
00:47:30.760 --> 00:47:35.840
itself, you know, it's starting
to do I'm not. I can't do

576
00:47:35.920 --> 00:47:38.719
it, yes, but that's not
my purpose. So I only focus on

577
00:47:38.760 --> 00:47:43.559
what is within my purpose, and
that is the part where we talk about

578
00:47:43.599 --> 00:47:49.119
motivation, and that's smacking my world
right there. And here we've done it.

579
00:47:49.119 --> 00:47:52.239
We managed to do it, Haley, we managed to just I don't

580
00:47:52.239 --> 00:47:57.920
want to say blow pass, but
we have now used an hour of time

581
00:47:58.000 --> 00:48:00.360
together. Can you believe that?
Now we're at the end of the program,

582
00:48:00.400 --> 00:48:02.679
and I want to give you the
chance to close as you like,

583
00:48:02.800 --> 00:48:07.159
so say, in less than say
twenty seconds, what would you like to

584
00:48:07.239 --> 00:48:12.039
leave our listeners with. What I
want to leave you with out there is

585
00:48:12.079 --> 00:48:17.119
that motivation is too important to leave
to others. Absolutely, so take it

586
00:48:17.159 --> 00:48:21.159
on yourself. Is that what you
mean? Thank got it? Beautiful,

587
00:48:21.239 --> 00:48:23.960
beautiful way to finish. Yes,
you deserve that, exactly right, Helly,

588
00:48:24.000 --> 00:48:28.400
thank you so much for joining us
today and sharing your beautiful insights the

589
00:48:28.440 --> 00:48:30.679
way that you rendered them clearly that
it's from passion and purpose, and I

590
00:48:30.719 --> 00:48:35.239
really appreciate you joining us today.
Thank you well. Thank you for giving

591
00:48:35.239 --> 00:48:39.119
me the opportunity. I really enjoyed
it at this could mean too listeners.

592
00:48:39.119 --> 00:48:42.800
If you want to learn more about
Helly, her book The Motivated Brain,

593
00:48:42.920 --> 00:48:45.239
or what she and her team are
doing at the Motivation Factor. Visit her

594
00:48:45.280 --> 00:48:51.079
website, it is motivation factor dot
com. Last week, if you missed

595
00:48:51.119 --> 00:48:53.440
the live show, you recorded podcast, we were on the air with David

596
00:48:53.519 --> 00:48:57.960
Drake of The Moment Institute. We
talked about the work he does to create

597
00:48:58.000 --> 00:49:00.599
transformative encounters in the workplace. Next
week, we'll be in the air with

598
00:49:00.719 --> 00:49:06.480
Jesh Park, who is the co
founder of Sony Entertainment, Television and author,

599
00:49:06.679 --> 00:49:09.440
talking about the work he's doing to
help successful entrepreneurs exit their ventures to

600
00:49:09.480 --> 00:49:15.719
practice philanthropy and wealth management while reducing
emotional baggage for themselves. See you there,

601
00:49:15.760 --> 00:49:17.239
Remember that work is at least a
third of our life. So let's

602
00:49:17.239 --> 00:49:27.000
work on purpose. We hope you've
enjoyed this week's program. Be sure to

603
00:49:27.039 --> 00:49:30.760
tune in to Working on Purpose featuring
your host, doctor Elise Cortes, each

604
00:49:30.800 --> 00:49:36.920
week on the Voice America Empowerment Channel. Together, we'll create a world where

605
00:49:37.000 --> 00:49:44.519
business operates conscientiously, leadership inspires impassioned
performance, and employees are fulfilled in work

606
00:49:44.519 --> 00:49:49.559
that provides the meaning and purpose they
crave. See you there, Let's work

607
00:49:49.599 --> 00:49:50.239
on Purpose.