Nuclear Medicine Professional

Development
Whats

In It For Me?

Motivating Yourself And Others

The presenter should offer this program at a chapter meeting or a department

meeting. The participants in attendance should be employees and their
managers.

Motivating Yourself And Others

Objectives:
To learn the basic elements of
motivation
To understand the ways to motivate
yourself
To identify ways of motivating
others

The objectives of this presentation are to provide the participants with an

understanding of motivation and how various techniques can be used to
motivate self and others.

Motivating Yourself And Others

Outline:
What is Motivation?
Hierarchy of Needs
Motivation in the Workplace
Internal and External Motivators
Meeting Needs at Work

The outline represents the topics that will be discussed during the presentation.

What is Motivation?
Motivation is defined as something (as
a need or desire) that causes a person to
act.
Motivation is driven by a series of
needs and desires.
Behaviors and actions are needed to
reach the ultimate goal.
The Merriam-Webster Dictionary. Springfield, MA: Merriam-Webster, Incorporated, 1998.

Motivation is the inner drive that compels someone to act until the goal is
attained. The more someone wants, the more that individual must work to get
it and satisfy the need.

What is Motivation?
It is driven by a series of needs and desires
The higher the need, the greater the level of
change in behaviors and actions are required
It cannot be taught but must be an inherent
drive self-propelled by the need
It can be measured - in the achievement of
the ultimate goal
Imundo, L. The Effective Supervisors Handbook. New York, NY: Amacom, 1991.

Self-motivation cannot be taught and an individual cannot learn it from

reading our of a book. Self-motivation is inherent to ones human spirit to
achieve. Since the beginning of mankind, to attain even the basic needs in life,
one had to work to survive, protect, and live.

What is Motivation?
In the workplace, motivation is referred to as
the carrot and stick phenomenon.
The goal is in sight - the drive is needed to
reach the carrot.
Motivation is at its highest point when results
occur and rewards follow.
Needs Actions Goals
Imundo, L. The Effective Supervisors Handbook. New York, NY: Amacom, 1991.

In the workplace, motivation is known as the carrot and stick phenomenon. If

the goal is at arms length and foreseeable, then inner drive and motivation
should initiate that urge to achieve. Motivation is the fuel that allows
scientists to experiment until the great discovery occurs. It drives inventors to
persist until a final product is introduced. It should be the drive that keeps all
of you here today to persist in achieving more in your careers to reach even
higher goals in life.
In the process flow described, the needs are the wants and desires we have.
The actions usually involves work and the goal is the reward or the pot of gold
at the end of the rainbow.

Hierarchy Of Needs
Developed by Abraham Maslow in the
1950s as a means of studying human
behaviors.
Premise: To achieve the basic needs in life,
behaviors and actions are needed to reach the
goal.

Heller, R. Motivating People. New York, NY: DK Publishing, Inc., 1998.

Abraham Maslow was a psychologist in the 1950s who was known as the
father of positive thinking and optimism in the study of human nature. He
believed that all individuals have needs and, once achieved, human nature
dictates that those individuals want more. The needs follow a pattern and that
pattern in most cases follows the progression of human nature.

Hierarchy Of Needs
Self-Actualization
Realizing individual
potential; achieving

Esteem Needs
Well regarded by others;
appreciated
Social Needs
Interaction with others; friends
Safety Needs
A sense of security; absence of fear

Physiological Needs
Food, water, warmth, shelter
Heller, R. Motivating People. New York, NY: DK Publishing, Inc., 1998.

The most basic of needs is for food and water. Once that is obtained, shelter
and safety comes next. After that, a sense of belonging with friends. Then,
the need to feel special and wanted. Finally, the sense of accomplishment in
self-actualization in which an individual feels there is nothing more to prove to
himself but has need to want to contribute more to society.

Hierarchy Of Needs
As each level is achieved, a higher
level of esteem is reached.
At self-actualization, there is no longer
a need to prove oneself but a need for
meaning and purpose in life
Reaching full potential should instill
motivation for more rewards
Heller, R. Motivating People. New York, NY: DK Publishing, Inc., 1998.

All of us here today are demonstrating the level of self-actualization. We have

attained a position in life through our careers and are in the process of life-long
learning which will further our knowledge and hopefully help us to progress
further in our careers.

Motivation In The Workplace

Work is a means of reaching selfactualization
Actions lead to achievement of goals
Work can result in goal attainment
through job satisfaction to promotion to
pay raise to bonus

Work allows us to be part of a community where we share common goals

through a common thread - our work. By being part of a work community,
individuals motivate each other. In the healthcare profession, motivation may
come in the form of giving that extra level of care and attention to a patient. In
a community we motivate each other to have pride in what we are doing and
achieving the most that we are able to do.

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Motivation In The Workplace

Some methods to motivate yourself in
achieve more at work include:
attend courses to improve
competencies
learn new procedures
ask to be mentored by a manager
network with other professionals

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Motivation In The Workplace

Consider the athlete who turns
professional - how hard did he
work to reach his dream?
How does this apply to you as you
further your career?

An athlete trains hard with the goal of becoming a professional athlete. Once
there, the ultimate goals are attained - a position on a pro team, a big salary
and bonuses through endorsements. To fulfil that esteem level, athletes
receive a tremendous amount of notoriety which leads to that level of selfactualization.
How does this apply in your career?

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Internal and External

Motivators
Internal Motivators - internal drivers that
instill action for inner satisfaction
Example: the need to work for quality of
life

External Motivators - external drivers that

influence internal motives
Example: the need to work for more money
Whitmore, J. Coaching For Performance: Growing People, Performance and Purpose.
London, UK: Nicholas Brealey Publishing, 2002.

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Internal and External

Motivators
Exercise #1: Provide 2 examples of
both internal and external motivators
that drive you in your career.
Internal: _________________________________________
________________________________________________
________________________________________________
External: ________________________________________
________________________________________________
________________________________________________

The presenter should allow a few moments for the participants to complete this
exercise.

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Internal and External

Motivators
A study conducted by Dr. Gerald Graham at
Wichita State University of 1500 employees
of the 5 top motivators:
personal thanks from manager
written thanks from manager
promotion for performance
public praise
morale-building meetings
Nelson, B. Motivating Todays Employees. Successories, Inc., 1996.

In most cases, money is not the ultimate external motivator. The simple things
can be just as important. In the early 1990s, Dr. Gerald Graham conducted a
study with 1500 random employees and asked them what they considered to be
the top 5 motivators in their jobs. As you can see from his findings, monetary
motivators were not on the list.

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Internal and External

Motivators
Dr. Graham found a definite lack of external motivators in
the workplace:
58% seldom received personal thanks from their
manager
76% seldom received written thanks from their manager
78% seldom received promotions
81% seldom received public praise
92% seldom participated in morale-building meetings
Nelson, B. Motivating Todays Employees. Successories, Inc., 1996.

Dr. Graham found that managers fail to dole out external motivators routinely
in the workplace and this may lead to levels of demotivation with employees.

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Internal and External

Motivators
Dr. Grahams conclusions:
external motivators must be manager
initiated based on the employees
performance
techniques that have the greatest
motivational impact are practiced the
least even though they are easier and less
expensive to use
Nelson, B. Motivating Todays Employees. Successories, Inc., 1996.

Dr. Graham concluded that even though employees are responsible for their
own internal level of motivation, managers must provide additional drive and
energy that will encourage employees to want to achieve more. As noted, the
best motivators can be the simplest and least expensive ones to give.

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Meeting Needs At Work

Motivation is difficult to manage
Managers should realize that
employees are motivated to serve their
own interests
Managers need to create the right
environment for employee growth
In many cases, external motivators are
at the discretion of the manager

In todays economy and working environment, workers know that more is

being asked of them. The saying more with less is a harsh reality. Rewards
for hard work do not always appear as more money. Managers need to create
the right environment for their employees to achieve and find opportunities for
them to grow and be satisfied.

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Meeting Needs At Work

To uncover the needs of each employee, a manager
should:
understand what rewards turn employees on and
off
identify the employees strengths and weaknesses
identify the employees interests and dislikes
understand the personality traits of each
employee
Whitmore, J. Coaching For Performance: Growing People, Performance and Purpose. London, UK:
Nicholas Brealey Publishing, 2002.

Before a manager can motivate his staff, he must take the time to know his
employees. Know what makes them respond to motivation, know their
interests, know their strengths and weaknesses and know how employees will
react to various rewards. Above all, a manager must adjust his behavior when
interacting with each employee.

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Meeting Needs At Work

Managers should create an
environment for employees to reach
full potential
Managers should be proactive and
positive - recognize the performance
and apply praise
A simple thank you and good job
goes a long way to motivate employees
Imundo, L. The Effective Supervisors Handbook. New York, NY: Amacom, 1991.

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Meeting Needs At Work

Exercise #2: As a manager, identify 3
non-financial ways to motivate your
staff.
1. ___________________________________________________
______________________________________________________
______________________________________________________
2. ___________________________________________________
______________________________________________________
______________________________________________________

The presenter should allow a few moments for the participants to complete the
exercise.

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Summary
Satisfied needs do not motivate
Unsatisfied needs motivate the human
spirit to be:
recognized
accepted
validated
appreciated

Encourage participants to go back and talk to their managers to learn ways of

furthering their careers and staying motivated in the workplace. Again, if the
manager does not know how to help, the help will not be there. Keep lines of
communication open.

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