LeadershipPrinciple

ONE OF THE MOST basic and important principles of successful change is that of motivation. Every situation that requires the cooperation of others also demands time and effort taken to inspire those both under and around you. Leaders must deal with several issues, such as working with individuals and groups who are at different levels of motivation, that can complicate the attainment of a goal. How can a leader help others to feel enthusiastic and committed in difficult times, and when the future is unclear? This is the challenge to all leaders, especially those of the American Society of Exercise Physiologists (ASEP).

The principles of motivating others are the same whether applied to a corporative atmosphere or to the advancement of exercise physiology as a profession. Many leaders in many fields of expertise have met the challenge of motivating individuals, learners, and organizations. In the article Moving Mountains [1], business leaders, teachers, and other inspirational people describe how they have overcome motivational barriers. The ways in which these leaders have motivated those around them can be applied to most situations.

One of the most fundamental ideas that should be applied where motivation is concerned is that of trust. Four-time Iditarod winner Susan Butcher asserts that if people do not trust you, they will not go along with you. If those following your lead are led in the wrong direction too many times, they will just stop. In the same way, followers must know that they have your trust in return. If you have confidence in each other, then challenges may be easier to face together.

Along the same path is caring for those following your example. The leaders of ASEP are professors, professionals, and generally people well established in rewarding and financially stable careers. These leaders might find it difficult to relate to how hard change is for people on the lower rungs of the professional development ladder. These leaders can help to motivate students, for example, by making them feel as if they are cared for. For example, Herb Baum of the Dial Corporation points out that when he made sacrifices to his own well-being, his followers became more loyal and performed better overall [1]. As I have learned from personal experience working in the service industry, managers and other leaders who go out of their way, or devote some of their profits, to making their employees happy, are successful in motivating these individuals to work harder and more efficiently. The current leaders of ASEP are devoting much of their lives toward the advancement of exercise physiology. Students are involved in national meetings, and measures are being taken to ensure the opportunity of certification to these future leaders. This is a step in the right direction.

Once the leaders have gained the trust and loyalty of his or her followers, they must be inspired into action. Carly Fiorina of Hewlett-Packard suggests that the best place to start is with the truth [1]. She recalls moving her company forward by first helping her employees confront reality, then working with them to set high aspirations. Part of confronting reality involved undergoing a very realistic appraisal of their customers, competitive situation, and performance. This evaluation may be overwhelming for exercise physiologists. ASEP’s customers are often going to their competitors for services because exercise physiologists are not being recognized in the public sector. They are competing constantly with other organizations in the health field for positions, creating what has become a territorial battle. To bridge the gap between this truth and the ultimate goal, the leader must set “very achievable, step-by-step measures,” [1]. The constant process of setting goals and meeting them will keep followers fresh and active.

Some other leaders who have shared their secrets reveal motivational strategies for the accomplishment of large and small goals alike. For example, Christopher Bangle of BMW believes that appealing to greatness will unearth a passion for the challenges with which people are faced [1]. When Bangle got excited about a great idea, he had to sell the board on “the crazy idea of doing an enormously expensive, distracting design project that would bring in no revenue,” [1]. He gave the board a chance to be a part of something lasting, and they took it. The knowledge that you are participating in something exceptional and exclusive is a powerful motivator.

The BMW project invited a certain amount of risk into the company. Ross J. Pillari of BP America feels that helping people to try things that are personally risky is the toughest motivational challenge [1]. ASEP leaders are encouraging exercise physiologists to step out of their comfort zones in order to achieve success. There is no certainty that exercise physiologists will achieve the public recognition that we are striving for, or that obtaining our long-term goals is inevitable, so all risk can not be eliminated. Pillari believes that this slightly uncomfortable place is where people and organizations achieve extraordinary results.

Motivation often dwindles when followers are unaware of the current status of the plan. As Robert A. Eckert of Mattel states, “people can’t and won’t do much for you if no one in the organization knows what’s going on, what you expect of them, and what the future holds,” [1]. Eckert stresses that you must be a broken record in order to progress. The ASEP newsletter should include a success story section to allow those new exercise physiologists to feel hopeful, and their inclusion might make them feel more a part of the team. Eckert finds that constant and consistent communication is the single most reassuring thing he can co for stakeholders.

The goal of motivating others does not have to start with a grand gesture. Chauncey Vatch, 2002 National Teacher of the Year, uses his students as a reminder of the power of motivation [1]. In his career, motivation is about providing a way for followers to contribute, and giving them a way to demonstrate their unique talents. Similarly, L.M. Baker, Jr. of Wachovia feels that the key to motivating others is to adhere to simple values, such as honesty, fairness and generosity [1]. These are ideals that people understand and appreciate, and when they are not asked to compromise these values themselves, they are more likely to remain unmotivated.

ASEP includes exercise physiologists of all ages and employment statuses. An important concept is brought to clarity by Liu Chuanzhi of Legend Group [1]. Chuanzhi acknowledges that each group requires different incentives. In the corporate world, executives need a sense of ownership in the company. Student a newly graduated exercise physiologists need a sense of stability. New exercise physiologists should be congratulated for their accomplishments, and made to feel as if they are making a difference. The hypothesis of different incentives is an important one in the development of exercise physiology as a profession. Leaders should realize that different groups of people need different types of motivation, and they need to engage interest in the ultimate goal in this way.

Considering the achievements of the leaders telling their stories in the article Moving Mountains [1], lessons can be learned from these inspirational people. Motivating others is a challenge faced by leaders of all kinds, especially those ASEP leaders. At very least, motivation requires the establishment of appropriate and reasonable expectations and goals, including a balance of incentives [1]. It is well worth taking the time and effort to motivate exercise physiologists in order to inspire them to enlist in the process of creating a profession out of the field of exercise physiology.