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Free Human Resource Information
| Vision,
Morale and Productivity |
The
manner in which vision, morale, and productivity interrelate can sound
complicated and confusing. Yet these three have a continuous impact on each
other whether we realize it or not. Understanding the relationship can help
you see how your vision affects your morale and productivity.
How I designed my theory of maximum productivity:
At
age 19, I became very
curious as to how some people accomplish so much, and started reading
everything I could about individuals I now refer to as "visionaries."
Subsequently, my work in the human resource field brought me into contact
with many people who were extraordinary achievers. As I analyzed the
methods of these people and asked them how they attained so many goals, I
discovered that each of them had developed an ability to create a vision
as the starting point for their eventual success. It is this ability, to
act from a vision, that I found was the single most significant
difference--more so than aptitude or background or intelligence--between
ordinary and extraordinary achievers.
I
became convinced that
the gap between achievement levels could be bridged if the average person
clarified his or her vision and acted from it. But how? After all, the
visionaries I had observed did this intuitively. Yet, after years of work
in this field I feel that anyone can act from a vision. Some people
need to intellectually understand the process first, others must see
the vision, and still others must "feel it" before they can act upon it.
However, I believe that everyone has the ability to develop a vision and act
on it.
How do ordinary achievers operate?
I
concluded that, unlike
extraordinary achievers, who let their vision guide them, most people rely
on one of these less effective motivators; the past, their present
circumstances, or their feelings at any given moment. Let's examine the
limitations of operating from these perspectives.
Operating from the past.
This works
adequately if yesterday's results were good. If they were disappointing,
however, looking to the past risks projecting expectations for failure on
the future. This behavior, which psychologists call "self-fulfilling
prophecy," drives people to make the very choices that will ensure their
failure. Think of running your life like driving a car. Watching the rear
view mirror can tell you only what lies behind you, not direct you toward
where you want to go.
Operating from present circumstances.
Most people get
bogged down in coping with their current, everyday circumstances.
Exceptional achievers usually don't. They seem to separate from the
circumstances, take one hundred percent responsibility (ownership), and
create ways to get around them. To return to the car analogy, when
circumstances are driving your life, you are like a backseat driver--with no
control. This vantage point naturally leads to discouragement, low morale
and productivity, and frustration. Since high achievers rarely come from
this position, they obviously feel more empowered.
Operating from feelings.
Do you know
people whose extreme highs and lows in productivity correlate with
emotional highs and lows? When they feel great, they get a lot done. But
when they're down, their work breaks down as well. This inconsistent
performance may even describe your own pattern. All human being feel
dispirited at times. Yet, high achievers seem to experience the same
feelings and still operate from the vision to which they are committed and
perform more consistently.
I
believe every person has
a vision. Maybe you call it a dream, or a goal, or an expectation, but
whatever you call it, I believe you have one. When your vision is in the
"realm of possibility," your morale and productivity are usually fine. As
you become aware of your vision, accept responsibility for it, and make a
commitment to act from it, you will expedite the process of achieving it.
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