ENVIRONMENT IN FOCUS
of research relating to motivation , selfimprovement , and seeking meaning is huge . There are numerous articles , books , and seminars that attempt to help us develop and sustain our ( and others ’) motivation .
Through answering the question , “ Who do you really work for ?” the following three drivers are identified as fundamental :
1 ) Purpose For most of us , money isn ’ t our strongest motivation , especially when our salaries and wages are almost guaranteed each month , regardless of our performance .
Instead , a stronger motivation is the reward that exists within the initiation and accomplishment of a project . For example , a new or an improved product , service or activity with a tangible benefit , greater efficiency , or that which results in a cleaner , safer , or healthier workplace or environment . It could also be a sense of personal accomplishment ; of learning or development .
Rewards should , as far as possible , be contained within the task itself , rather than as a ‘ treat ’ following the task . This is because rewards that follow work imply that the work itself is unpleasant or hard to enjoy and that it is something that we have to ‘ get through ’ rather than enjoy in the moment .
2 ) Value It is important to believe in and have a sense of the value of the work that you are doing . Work that does not match our beliefs or convictions will always be frustrating and difficult to do , let alone complete . Whereas , work that we believe in or that we feel is of benefit , is easier to do . The tasks involved may feel enjoyable to perform , or at least we can reenergise our actions by remembering the underlying goal or purpose ; the reason for our time , sweat , or blood .
3 ) Authority Empowerment is critical . When we feel that we do not have a voice or that our opinions are not of value , we will feel less motivated to do the work . Conversely , we feel a greater sense of enthusiasm to perform when we feel a personal sense of authority and responsibility . Therefore , it is important to encourage a feeling of self-determination in our work and the work of our colleagues and to change our language to demonstrate our — and their — authority . This is illustrated in the answer to the question , “ Who do you work for ?” — yourself ! Therefore , you choose to perform your work and how you perform your work .
When we put these ideas into action , we recognise the following steps : 1 . Identify the reason for your work . What is its purpose ? Why are you doing this ?
2 . Identify the values that your work will provide ; what are its benefits ?
3 . Identify your authority in your work ; what is your role ? What are your responsibilities ? If the work is collaborative , identify the purpose and value of each person ’ s tasks .
4 . Write down your answers to these questions , display this list somewhere prominent , reread it frequently , and reassess as necessary .
5 . Identify and assign the various components of the work and develop a timeline of action .
6 . Hold yourself accountable . Acknowledge and reward your achievements , take regular breaks during the task to assess your actions , and reconnect with your motivations .
It is within this context that we encourage people to see environmental management .
We begin all our training by illustrating how closely entwined we are as humans with the environment , even before we consider the impact of our work in the quarrying industry . If we work to manage our environmental impact within the context of who we really work for — ourselves , our loved ones , society at large , and future generations — we can identify our purpose , value , and authority in environmental management . It doesn ’ t have to be a burden based on fulfilling the minimum legal requirements ; instead , it is an opportunity to create a better livelihood .
This is just one example of the opportunities that exist when you consider who you really work for and we encourage you to take time to consider this for yourself . ■
Sources For more inspiration on the science of motivation , and to read more on the principles in this article , which are drawn from the following sources , visit :
1 . Dustin Wax – The Science of Motivation ( https :// www . lifehack . org / articles / featured / the-science-ofmotivation . html )
2 . Daisy Yuhas – Three Critical Elements Sustain Motivation ( https :// www . scientificamerican . com / article / three-critical-elementssustain-motivation /)
ABOUT THE AUTHORS
Cluett Consulting offers specialist environmental and mining-related services to the industry . Alan and Colleen Cluett have a combined experience in the surface mining industry of more than 40 years . For more information , visit www . cluett . co . za .
38 _ QUARRY SA | JULY / AUGUST 2018