Science can tell us how to do many things, but it can not tell us what ought to be done.” – Author Unknown
In most workplaces, everyone knows who the internally motivated people are and most everyone doesn’t like those people. Why? I’d offer it’s because most of the internally motivated people you meet in a workplace seem to only be internally motivated to gain power over their fellow workers so they can better drive people. You see, driving people successfully (yes, sometimes it is successful in the short-term) requires power over others and thus the internally motivated people seek the power.
No wonder most people I’ve met have at first been truly suspicious of me whenever I’ve used my internal motivation to break free and try new things. From the perspective of the coworkers it must have seemed that it was only a matter of time before I dropped the “nice girl” act, stopped driving change and pulled out my whip and started driving people just like all the others had done before me.
No wonder they flinched when I asked what their obstacles were to accepting the change. They weren’t really responding to me, in that moment, but instead responding to all the other times where they at first trusted and then were driven to change by those they had trusted.
No wonder “flavor of the month” and other awful terms follow around process improvements in most organizations. It’s the trust and let down of too many of those people driving other people.
Through our past actions and the past actions of so many change agents like us, we’ve killed the willingness to change in many of our coworkers. In 2012, let’s vow to do better by ourselves and by our coworkers and actively drive change instead of driving people.
We can change the world if we do what we ought to do and drive change. Who’s with me?