Growing competency as a remote worker #2: self-directed/self-motivated
As we move through the list of ‘should have’ competencies for success as a remote worker, the second most crucial competency, as identified by remote workers, speaks to being self–directed and motivated. What does this mean?
For the purposes of this application, self-directed speaks to a state of ‘being’, while the similar, often-misused self-motivated speaks more about ‘doing’.
The dictionary explains self-directed from the perspective of having an inner drive or ability to make one’s own decisions, and organizing one’s own work rather than being told what to do by others. Other references include the idea of regulating and adapting behaviour based on needs and demands in order to achieve whatever goals or achievements have been identified.
Contrast that to ‘self-motivation’, which draws attention to the ability to follow through and carry on in the direction one needs to go, and keep going. This forward motion happens regardless of what external circumstances may be present and working against whatever momentum one might have! It truly is driven by an audience of one, the individual.
There is much written about both these areas, however, I would offer that there are three parts to this being and doing that require intentionality:
1. Searching…What specifically do I need to know to do this or accomplish that? Where do I find the answer/information? Who/what can help me access the information/skill I need?
2. Learning…following through with gathering the information needed (read a book, take a course, get a mentor, join a meet-up…)
3. Doing…once I learn the what and the how…do it, use and apply the learning.
How are you doing with self-direction and motivation? Have you recently taken on the responsibility to search for the solution to something? Did you take action accordingly? If not, what’s holding you back?
When I conduct workshops, I often have participants set immediate action plans to implement their learning by engaging in a simple exercise…you may find it helpful.
For the next two weeks, in order to grow in self-direction and motivation, consider what you should:
1. Stop doing (what’s keeping you from being self directed/ and motivated?)
2. Start doing (what actions or thoughts do you need to start doing to be more self-directed/ motivated?)
3. Continue doing (what’s working that you want to keep as part of your practice?)
Perhaps you’ve heard this proverb, every time you say “yes” to something, you’re saying “no” to something else. Consider this, the reason you may be struggling with self-direction/motivation could be because of some other commitment that is superfluous in your life at the moment. Just a thought…
In a previous blog I offered a suggestion regarding journaling to grow your written communication skills. Why not use this growth area as a topic to journal about and keep track of how much stronger you are becoming with self-direction and motivation?
One final note. Perhaps the greatest compulsion I know to being self-directed and motivated, is to be clear on my ‘why’. (Simon Sinek’s Start with Why is a must read on this topic.) When I understand why I’m doing something, the what and how become so much clearer and natural.
Ok, one more final thought. Sometimes we over think actually doing something. My son, Nathan, would be the first to admit that sometimes, the block of doing is as simple as stopping the analysis paralysis and, as the famous swoosh suggests, “just do it!”
(Watch for a follow-up blog regarding self-directed/motivated questions to ask when hiring for remote workers)
It’s been a while since my last blog…a case of writer’s block (blogger’s block?). To be fair I have been busy–busy doing things I fully enjoy, with a few ‘must dos’ stuck in the middle of it all. The good news is that the industry report on our research on remote workers’ competencies and motivations is in the final proofing stage. Look for it to hit the social media airwaves by the end of next week. A big thanks goes out to my colleague Sally for taking over the formatting of it…definitely not my area of strength.
I’ve been thinking about what’s next. If anything, this research experience has grown my desire to dig further into the Remote Industry (yes Laurel, remote industry). I’ve been focusing on remote workers specifically, but acknowledge that there must be true collaboration between these individuals and their manager, and team members for the most effective outcomes to be realized. So what does that look like? Good question! I’m visualizing a triangle where each side represents a member of the collaboration equation.
Most effective leaders realize that the best customer service is realized when employees are well taken care of and valued. I would suggest that applies equally in a remote industry. I would also suggest that the majority of managers want to properly support their virtual teams, but feel ill equipped to do so. That’s something that can be addressed and solved…as long as there is a willingness to do so. Amazing courses have been developed by places like Workplaceless to provide training around this, as well as training for those wanting to hone their skills as remote workers.
For now, I think the first step is to take the learning from our research and create those behavioural and situational interview questions that will help recruiters and interviewers make informed decisions regarding who they hire for remote positions. And then? Maybe address the ‘if this, then this’ process regarding the practicalities and application of how managers can support those they are appointed to oversee and develop…perhaps through the lens of a triangle?
Have you ever had a conversation with someone and a passing comment just caused you to pause, hit rewind, and drill down on what was said. That happened recently in a conversation Tammy Bjelland founder of Workplaceless and I were having around competencies necessary for success as remote workers. Here is peek into where we landed.
Sometimes in life we come across oxymorons…a phrase where we put two seemingly opposite ideas together to describe something. We’ve all heard them…an open secret; pretty awful; friendly fire, unbiased opinion…you get the idea. As we learn more about what is required to be a successful remote worker, we come against such a concept: successful remote workers need to be independent AND interdependent. How can this be? Let’s take a look at the world of music to shed some light on this.
Individually, musicians need to master their instrument…they need to be able to independently perform beautifully, to know their specific instrument as well as they know themselves, to practice scales, to accurately read and interpret the score, to understand tone, to conquer breath control, to communicate the meaning of the masterpiece they are playing. Only when they have risen to a certain level of proficiency are they able to meld with other musicians in an orchestra and together make beautiful music. Only then can they perform as one, to listen intently to those around, to take the lead when the score calls for it, and then fall into the background as another instrument takes the piece to new heights. At the end of a performance, the orchestra takes a collective bow…no individual hero, just one finely tuned team of interdependent musicians bringing the best of who they are to the whole.
Ok, so you aren’t trying to be the next great maestro, but I would bet you are wanting to be the best remote worker you can be so that your contribution to a team is nothing short of masterful. What does that look like? You need to know yourself, to practice the strengths and skills necessary to thrive as a remote worker, to accurately read and interpret the details of a task, to understand people and how to best communicate with them, and to grow in your emotional intelligence. You want to master your trade whatever it may be. Then, when you join together with others to work on a project, you know the strengths and expertise you bring to the team, you know how to listen intently to your team mates, to take the lead when called for and fall back into a follower role to let someone else use their strengths to take the project to another level. The end result is a finely tuned team of interdependent remote workers bringing the best of who they are to the whole.
Daniel Pink describes a similar process in his book Drive: autonomy leads to mastery, which in turn leads to purpose. We gain autonomy when we successfully
work independently, the growing of our skills lead to mastery, which in turns equips us to contribute to the greater good knowing our purpose.
Interested in contributing to further research on the key competencies for remote workers in tech roles? Then please follow this link to complete a survey.
Mid October and I am full into teaching again at the Okanagan School of Business. That means my scholarly/academic hat is on, but always tempered with ‘why?’ and ‘so what?’ questions (from myself, to myself). One of the topics we explore is motivation; what causes people to do what they do? How do you move people from solely working for a pay check (we all still need that), to also working towards contributing to something greater than themselves? This doesn’t have to be solving world hunger, or obliterating child exploitation (although these are right up there in the hierarchy of importance). Most great organizations have a cause, a reason to exist, a purpose, a why?, that fuels the motivation for their people to see beyond the day to day tasks.
Maslow’s Hierarchy of Needs is one theory that we offer up to our students…the ultimate level being self-actualization. Meeting the needs of our employees should be foremost in the minds of all managers, something that those working with remote workers need to pay special attention to. This issue was well addressed in an article by Yonder ‘What Does Maslow Have to do with Remote Work?’
Self-actualization is great, but for me it has always come up short…it feels rather self-focused and self-centred. Needless to say I was intrigued when presented with the idea that Maslow’s later work actually added a 6th level…Self-less Actualization. This moves the individual from self fulfillment, to helping others realize fulfillment.
Koltko-Rivera (2005) sums it up as
“At the level of self-actualization, the individual works to actualize the individual’s own potential [whereas] at the level of transcendence, the individual’s own needs are put aside, to a great extent, in favor of service to others …”
Ok, a little heavy for a blog on supporting remote workers…I get it, but stay with me on this. If the greatest level of motivation happens when we take the reality of who we are: the gifts, talents, and strengths we have, and use those for the betterment of others, then we immediately realize the importance of also helping our remote workers be able to connect with and contribute to a cause outside of their need for connectedness, trust, or communication. What does that look like? Is it possible to measure that for success, and not simply performance outputs and deliverables?
This challenges and expands the traditional scorecard…how do we measure a worker’s contribution to the growth and well-being of others?