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