MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

We can speak of authentic motivation when the individual has his own generator, when he no longer needs external stimuli because it is he himself who wants to do it. We say we are truly motivated when we perform a task because we are convinced that it is the right thing to do and we do it with tenacity, optimism and enthusiasm.

CASE: WILL I SUCCEED OR FAIL?

We are offered a very attractive task. We know that successfully carrying it out will bring us recognition and satisfaction, as well as good financial remuneration.

Why do some people hesitate to accept such a prospect, while others do so without batting an eyelid? Rule out personal circumstances, incompatibility with other tasks, for example, or possible conflicts. There are people who, with the same technical preparation as others, do not feel motivated because they think they will fail in the attempt, they believe they are not up to the task. Undoubtedly, this type of reaction is conditioned by previous negative experiences. A reflection of this is the justification they themselves give to explain the reason for the failure of their behaviour.

What does the success or failure of our behaviour depend on?

Imagine that you go to a selection test for a position that seems designed for you. In the end, you are not the person selected.

What explanation do you give for this? We may come across people who say: "the chosen candidate was better than the person in charge of the selection" or "the chosen candidate must have got in by chance, and the tests were staged".

These answers are, in reality, excuses to get rid of the authorship of failure. We

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