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How to value and promote talent development and motivation?

Last month, I read Jay Shetty's book Think Like a Monk (which suggests some interesting personal development questions, if you are curious ). And by a funny coincidence, in the same week, a coaching session with a client reminded me of what I'd just read.

Sometimes in organisations, we tend to put people where they have the skills. If they want to change to something different, management does not always support their request, because it can mean replacing them where they are at the moment, taking a potential risk and sometimes even training them for part of the new job. The organisation will see the useful and practical side of the person providing a service where they are.

There is then a big risk that the person will become increasingly demotivated and leave the organisation that does not support their desire to move towards something they are passionate about.

And yes, because this organisation forgets that the more a person loves what they do, the more they will shine. Not at the expense of others, but for the benefit of themselves, their team and their organisation.

Her motivation can be based on a foundation of what makes her happy. In your opinion, where do we perform best in the long term?

Where we are competent? Or where we are competent and passionate?

NB. On this subject, I'll be taking a closer look at motivation and demotivation factors in a future newsletter.

To back this up, here's the well-known Ikigai model which highlights this.

You can find out more here:

I am a good example of this. As a financial controller from 2006 to 2014, I was great at analysing financial and operational information.

However, after my burnout which occurred ten years ago, I realised that what brought me joy was and is all about human contact and relationships. And I have to admit that, nowadays, I sometimes procrastinate when I have to do my monthly accounting for my own business.

I feel so much more motivated in what I do, and this, in a more sustainable way, than I ever did in the past, even though I was very good at what I was doing.

And of course, the consequence is that, in my coachings and facilitations, I bring so much more to others with my positive and enthusiastic energy. Today I am in my IKIGAI, whereas I use to be in my profession when we look at the IKIGAI model.

So here's a thought for you as the year draws to a close: what do you enjoy doing that you're good at ?

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