November 5, 2024 • 29 mins
Don't miss this episode if you are feeling unmotivated in life or business.
If your mojo has gone awol, this week's show is for you.
Using a famous principle of psychology, I walk you through how it applies to your business and how you can use it for your own growth, as well as that of your team.
Understanding these 3 pillars and then implementing them within your business is like plugging in a motivational charger to your business. Have a listen and see what I mean.
Oh, and the best bit...this bit of psychology is really easy for you to master. The reason you haven't so far, is probably because you didn't know about this (until now!).
Enjoy the show!
Who is Suzi Belmont?
Suzi Belmont is a multi 7 figure entrepreneur (15 years), therapist, coach, mental health and psychology expert known for ‘creating seismic shifts in women and entrepreneurs’, causing ‘quantum leaps in their abilities’ and ‘completely transforming confidence’ in her clients. Her work has been described by clients as ‘mind-blowing’, ‘like having a fairy godmother around’, ‘the most extraordinary coach’, ‘pure gold’ and ‘absolutely life changing’.
She blends her 15 years entrepreneurial experience with psychology, emotional intelligence, leadership, energetics, consciousness, early childhood development, trauma, mindset, neuroscience and a touch of ancient wisdom (she can read Ancient Egyptian hieroglyphs fluently) to help you understand how you inner world REALLY operates so that you can harness it to create massive success as an entrepreneur.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
In today's show, I'm talking abouta really well known principle of
psychology that most entrepreneursand leaders don't actually know about.
This principle really helps you createnext level growth in your business by
ensuring that your motivation stays high.
This is your permission slip to takethe next 20 minutes or all to yourself.
(00:20):
Relax and enjoy the show.
This is your time now.
Okay, let's go.
Hi, I'm Suzi Belmont, a multi sevenfigure entrepreneur with 15 years
experience, as well as a psychologyexpert, qualified coach, and therapist.
This podcast is your secret resourceto help you grow from the inside out.
(00:42):
It's like personal development forentrepreneurs and leaders, all wrapped
up in fun, positivity, and motivation.
So, pull up your chair and getready to change your life and
your business from the inside out.
This is the Inside OutEntrepreneur Podcast.
Hello, Hulu.
Um, welcome back to anotherepisode of the podcast.
(01:04):
It is so, so nice being back inyour earlobes and chatting again
because so many of you reached outafter the first show to tell me
how happy you were that I'm back.
So for that, thank you very muchfrom the bottom of my heart.
It was a super warm welcome back.
And so amazing to be onthe receiving end of that.
And for all of those of you who did askabout the show, don't forget that you will
(01:26):
need to subscribe to the show on whateverplatform you're listening on, whether
that's iTunes, Spotify, or elsewhere.
Okay, so this week, let's dive straightinto the topic, which is all about how
you use psychology to grow yourself asan entrepreneur, which ultimately creates
next level growth in your business.
And really specifically, I wantto talk to you this week about
(01:49):
motivation and how you stay motivatedwhen you're growing your business.
And as you can no doubt guess, becauseI focus on you rather than strategies
and funnels and hacks for your actualbusiness, this is about how you stay
motivated and keep those people aroundyou, your team and others motivated too.
(02:09):
Oh, and I nearly forgot before Ijump straight in and go through all
of the detail, those of you who'vebeen reaching out and asking me how
you get the secret episode of thepodcast, that is over on my website.
So if you haven't done that, Justpop on over to www.suzibelmont.com
and you'll see on the podcast pagethere, you can just download it.
It's not available withthe general podcast.
It's one that's in its own little space.
(02:31):
So you'll have to get that one thererather than trying to find it on iTunes.
Okay, let's go back to motivationand how you build it up in your
business, how you sustain it and howyou build it up for your team, how you
build it up with people around you.
And this can also applyto your customers too.
And to explain this, I want to break downa really powerful concept in psychology
(02:52):
that can help you supercharge yourown growth and your business growth.
And this is a concept based on a theorycalled self determination theory.
So, what is self determination theory?
Well, really simply, it's a theory that'spretty universally accepted as a really
good theory created by two psychologistscalled Edward Deci and Richard Ryan.
(03:14):
And in essence, it focuses on what isneeded to motivate people, whether that's
you, whether that's your customers,whether that's your team, whether that's
your family, it doesn't matter what isneeded to motivate people around you.
And according to this theory, you havethree needs that must be fulfilled for
you to grow and to stay motivated.
(03:35):
So this is kind of importantstuff that you need to know.
Yet most entrepreneurs, mostleaders don't know this.
I definitely didn't in my earlier days.
So I am sharing this with youright now so you can get a little
bit of a step up and be one footahead of where you were before.
So what are these three needs?
Well, let's start with number one.
(03:55):
The first need is focused on a coreneed that you have to feel in control
of your own choices and actions.
A lack of this is actually why somany employees hate their jobs.
They have no control of what happensin their day, and so motivation
is heavily affected as a result.
Having this sense of being in controlas an entrepreneur is called autonomy.
(04:17):
When you have autonomy and thefreedom to make decisions, you will
feel more motivated and engaged.
So let me share a little storyof how important this is.
Because this is something that cameup in my journey way, way back in
2013 when I got my first book deal.
And back then before I was doing thebook, I was swimming in autonomy.
(04:39):
I could do whatever Iwanted in my business.
I could co create with my customerswhen I was bringing out new products.
I could work with my team.
I could hire people.
I could fire people if I wanted to.
I could do what I chose todo pretty much every day.
And as I became so big in that industryso quickly, I got known and then I
started to get offered various things.
(05:00):
And one of the things I wasoffered was a book deal.
I was actually offered multiple bookpublishing contracts and ultimately
I accepted one that paid me 30, 000pounds up front with royalties later.
Now that was all good at thatpoint, I was really excited about
it, I thought this is great.
But then, fairly soon afterwards,I started to get a lot of
(05:20):
intervention in my timetable.
So, as I just mentioned, upuntil this point, I could pretty
much do whatever I wanted.
But, when the book deal came along,grateful as I was for having it,
and really excited and I reallywanted to do it, but I also
had to work with the publisher.
And the publisher wanted certain thingscreated by a certain time, done in a
certain way, according to what theythought was right, and I instantly
(05:42):
started to lose my sense of autonomy.
I felt like the publisher was dictatingmy working week and I completely
lost my motivation to create thebook over the next couple of months.
In fact, the book ended up beingreally, really late because unlike
when I had complete autonomy, I wasprocrastinating because I wasn't
motivated to move forward with thebook because it wasn't coming from me
(06:04):
fully in the way that I was used to.
And what is so important here to note isthat I had been paid £30, 000 up front,
which was a pretty good advance at thattime in the industry that I was in.
And considering it was my first book,I was untested in the market and so on,
I thought it was a really fair deal.
But that money, that payment, once it wasin the bank, didn't motivate me at all.
(06:27):
And this is the crux of thepoint that I want to make here.
When you're running your businessand looking for growth, a really
big tip is to avoid making moneyyour number one reason for anything.
And I'll explain why in a second.
Now, I'm not denyingthat money is important.
I know money reallymatters to entrepreneurs.
It matters to me as well.
And I am all for money goals andhaving money as a general motivator.
(06:49):
But when the going gets tough, moneyis actually an external motivator.
And according to self determinationtheory, which is really well tested, the
real motivators that drive you forwardand keep you going are internal ones.
Money is simply never going to beas strong when you're in the tougher
moments in business as the othermore internal drivers, and these
(07:11):
internal drivers are called intrinsicdrivers, or motivations, or needs.
And one of those isthis sense of autonomy.
So, applying that back to my bookdeal, I needed to produce the book for
reasons that mattered internally to me,not for external rewards like money.
And at the time, I didn't have asense of autonomy about the book,
(07:31):
nor did I have any of the otherneeds that I'm about to mention in a
moment that will drive my motivation.
So it was really hard to motivatemyself to write this book just
based on money alone, even thoughit was a fairly hefty advance.
So let's turn this toyou and your motivation.
In your own business and growth,think about how you've structured
things around your own autonomy.
(07:53):
How are you creating autonomy for you?
Are you building your businessaround the true you and your
unique strengths and abilities?
Because if you are, you have real freedom.
Are you allowing yourselfto show up as the true you?
Or is something making you hideaway or hide a part of you?
Because if you're hidingparts of you, this is where
you're going to hit obstacles.
(08:14):
This is why I focus on working withentrepreneurs to really revolutionize
your relationship with yourself.
Because you've got to have that naturalaligned feeling with your business.
And that involves really understandingwho you are and how you work, and
understanding how autonomy works for you.
And this is perhaps best explainedin the words of one of my clients.
So I'm going to read out somethingshe wrote to me because this is what
(08:36):
prompted me to produce this podcast.
Her words should really help youunderstand what autonomy feels like when
it's actually present in your business.
And this is what she said.
I invested in Suzi as a businessmentor and coach, which, FYI, is
the best money I ever spent, truly.
She took an inside out approach to mybusiness, starting by pulling me apart
(08:56):
and slowly rebuilding me, only without thefears, doubts, perfectionism, overthinking
that was holding me back before.
She basically rewired my entire brain.
It was mental, literally and figuratively.
Partway through this process, I startedto tap into my deeper intuition,
and I had a worrying realization.
I actually hated working with managers whofound excuses for their toxic behavior.
(09:21):
These were not my people.
I wanted to work with amazingwomen who did want to change.
And because Suzi had transformedmy life in such unexpected ways, I
knew that I was a better wife, mom,sister, daughter, friend, and better
at my business, it felt more fun,more free, and more under my control.
I knew that this is what I wantedto give to other women, so I knew I
(09:42):
was going to pivot in my business.
So do you see how understanding howshe worked, who she was and what made
her feel in control of her choicesand her mindset and her actions, then
led to massive increased motivationto alter her business and work to
what was aligned with her true self.
And that client is now flying,she's doing her own thing, she's
(10:03):
completely transformed what she'sdoing in her business and she's
fallen back in love with it.
And this is the real crux of autonomy.
You really have to have it in yourbusiness, you really got to be the one
in the driving seat, making decisions andfeeling free to make decisions from the
true you, from really understanding whoyou are and not having masks on and doing
things in a way that you're kind of halfshowing up, because that's not autonomy.
(10:26):
Half making decisions, half hiding.
Half doing things the way you thinkother people do them, rather than just
producing from yourself, from your core.
There is this other aspect of this need,number one, the autonomy need, which is
all to do with what underpins motivation.
Those of you listening who have teamsworking for you, think about how you
are creating autonomy within your team.
(10:48):
Are you micromanaging your employeesand creating a bottleneck because
everything has to go through you?
If so, this is stripping yourteam of autonomy and will
strip them of motivation too.
And you'll see it, you'll see that theirmotivation drops if it hasn't already.
Instead, you need to get really clearon how you can let your team feel 100
(11:08):
percent in control of their own decisions,their own actions, and their own results.
And this is a really powerful way to work.
Once you start to delegate in a waythat you give them that responsibility,
and you focus on managing your teamby delegating autonomy to them.
This is a really different way ofworking if you're not used to doing it.
And I often coach my own clientsabout how to let go because letting
(11:30):
go is so hard for entrepreneurs whostarted a business on their own.
And one of the main reasons I focuson this is because your team won't be
motivated if you can't let go, if youcan't hand over and build autonomy or
let them build autonomy for themselves.
And if you want any proof ofthat, have a think about teachers.
And I don't want to keep picking onschools, I spoke about them in the last
(11:51):
episode, but because you've all been toschool, you know what I'm talking about.
The government regulates schoolsso much that teachers have
no sense of autonomy anymore.
Teachers don't really get todecide what they are teaching,
and everything is geared towardsSATs, the standardized tests.
So teachers, as well as studentswho also lack autonomy in
schools, become demotivated, andnow they're leaving in droves.
(12:13):
And it's the same with students.
They're demotivated in school becausethey don't have much autonomy.
They don't find school interestingor motivating because this
fundamental piece, one of threepieces that they need, is missing,
this fundamental piece of autonomy.
And so naturally the motivation goes.
Worse still, schools and governmentsthen try and motivate children or
teachers via external influencers, likepoints and badges and rewards and exams.
(12:38):
But the real way to motivate is to goinside, to look from the inside out.
So, bring that example back to you.
Think about your business againand what parallels you can draw.
How could you create more autonomyin your life and in your business?
Think about how important it is to beyou, to be uniquely you, not feeling
(12:58):
like you have to do anything likeanyone else, or you have to do something
according to someone else's rules.
You get to do it your way.
This is part of being an entrepreneur.
You get to do it differently.
You get to go out on a limb.
You get to say thingsdifferently to everyone else.
You get to say whatever you wantto say and you get to build a
whole new level of motivation whenthat underpins how you're working.
(13:21):
This really is one of the waysto find success and happiness
and one of the things thatunderpins success and happiness.
Entrepreneurship is all about forgingyour own path, and that path must be
one that lets you feel 100 percentin control of what you choose to do.
And any time you begin to notice yourmotivation dropping in your business,
just think back on this and justask yourself, have I lost autonomy?
(13:45):
Have I lost that sense of autonomy,that sense of control, that sense
of freedom to do what I want?
What do I need to pivot?
What do I need to make changesto, to get that autonomy back?
Okay.
Number two, the next pillar ofself determination theory, because
remember there are three pillarsto self determination theory.
The first one was autonomy.
So the next one, and a need thatmust be fulfilled for you to grow
(14:08):
and stay motivated is competence.
This means that in your business, you mustfeel that you are effective at what you
do and that you are capable of doing it.
Now, big, big slam on theimaginary brakes here.
I said capable, not totally perfectin every possible way, not the best
in the world and better than everyoneelse, not the leading number one
(14:31):
expert who never makes any mistakes.
Just capable.
Feeling capable and competentunderpins how motivated you feel in
your business and personal growth.
And this is a massive point.
If you create the rightbusiness for you it will fully
align with who you truly are.
And not only will you feel effectiveand be able to create content
(14:52):
with ease, you will feel capable.
If you compare that to someone who simplycopied someone else's business model
because they saw the success that someoneelse was having, but the model doesn't
really align with their own story, theirown work, their own background, their own
research, their own experience, it won'ttake long before motivation drops off and
they cease to want to grow the business.
(15:13):
So sometimes you just need totweak your business model so it
really aligns with where you feelmost capable and most competent.
And if you've gone slightly offtrack here, just bring it back.
You don't need to destroy the business.
You just need to bring it back and say,where did I start doing stuff that wasn't
really where I was capable and competent?
I was just doing it because everyoneelse was doing it and I got swept up in a
(15:34):
trend or something going on in the market.
And if you're finding that you'redoing that, and actually you've lost
that sense of capability and thatsense of competence, bring it back.
Bring it back to where youstarted and what was the core
of what you were going to do.
It all comes back again to whatis happening inside of you.
When you feel skilled and able to tacklechallenges, your confidence grows and
(15:55):
then this impacts your motivation.
The need for competence is whyyou also need to keep continually
learning in your business.
Now that doesn't mean you needto be some kind of course junkie.
What I mean by this is honing yourskills, your expertise, and really
deeply understanding who you are andhow you operate from the inside out
(16:15):
becomes really important information.
You can't improve your competence andconfidence if you don't understand
who you are and why you're doingwhat you're doing and what it is
that motivates you about doing it.
Now, as some of you will remember, inone of my former programs, I used to talk
about the competence confidence loop.
So imagine, because some of youwon't have heard this, so imagine
(16:36):
for a minute you are looking ata wheel on the side of a car.
And as the car starts to move, the wheelstarts to go round and it's moving round
really smoothly like a car wheel does.
Now, imagine for a moment that I havegiven you a sharpie and you've just
stopped the car and you've writtenon one side of the wheel in big
capital letters the words COMPETENCE.
(16:56):
And it's kind of arched round thewheel, let's say it's on the right
hand side of the wheel and it's goinground and it says the word COMPETENCE.
Say you wrote it at sort of the 12o'clock to 4 o'clock place on the side
of the wheel, if that makes sense.
Now, on the same part of the wheel,on the same side of the wheel, still
on the front, on the opposite side, onthe 9 o'clock, sort of 9 o'clock till
midnight side, I want you to imagineyou've written the word CONFIDENCE.
(17:20):
So, on one side of the wheel,you've got the word competence,
and on the other side of the wheel,you've got the word confidence.
Now, imagine the car slowlystarts to move, and it can drive
forward because competence andconfidence balance each other out.
They're two halves of the same wheel.
Once there is some competence movement,then around comes confidence and once
(17:43):
confidence comes around, around comescompetence and then you have competence
going around and back comes confidence andit goes round and round with competence
and confidence, competence and confidencegoing round and round together and
they are completely in sync with eachother and then the car gets faster.
It moves faster, it goes and itgoes 10,20,30,40,50,60 miles an hour
(18:05):
because they are balanced together.
This is how this works.
You need competence in your businessin order to have confidence,
and you need confidence tocontinue to grow your competence.
They go together.
Now, imagine this wheel representsyou, imagine that it is you.
What would happen to the car if I tookoff the wheel and put a pumpkin on there
(18:27):
instead of the wheel, instead of the tyre?
The car would drive a little bit, right?
Because the pumpkin would be thereand it would still be round, so
it would go round, but then, as itstarted to speed up, the pumpkin would
probably explode everywhere and thecar would come grinding to a halt.
And this is what it's like when youbase your business on someone else's
model or methods or strategiesand you don't have competence.
(18:51):
You can drive for a little bit, butas soon as the car tries to speed up,
the wheels come off because there'sno competence in someone else's model.
And of course, when you don'thave the confidence, you don't
have the competence either.
So everything just explodes like apumpkin going around instead of a tire.
Instead, you have to remove the pumpkin,which is the things that you're basing on
everyone else, and go back to the tyre,your tyre, your wheel, and put what you
(19:14):
know, and what you learn about, and whatyour unique capabilities are, and your
competencies, and put that on there.
So you work with yourconfidence and competence again.
Competence and confidence.
Can't say those words too manytimes without getting them mixed up.
So as you think about your businessand your next level of growth, go
back to you and what you are best at.
What is your unique USP?
(19:35):
What do you do best?
Focus on that bit.
And if that means delegating other bitsto your team, remember tip number one,
and give them autonomy as you delegate.
Because the bits you want to do are thebits that you are most competent at.
And you want to be delegating everythingto everyone else, or not doing it at all.
Delete or delegate.
Okay, let's go on to the third thing.
(19:56):
So just to recap before I do, thereare three parts of self determination
theory, which need to be there.
These three things need to be therein order for you to feel motivated.
Number one was autonomy.
Number two was competence.
And number three, the last pillar of selfdetermination theory, and a need that
must be fulfilled for you to grow andbe motivated, is connection to others.
(20:19):
This means building strong relationshipswith your customers and your team
as well as a network of peers thatprovides a sense of belonging.
And this is actually one of thereasons why models of business
that rely on set it and forget itprinciples feel not very satisfying.
Because not having connections toothers goes against this fundamental
principle of what humans needto feel motivated and to thrive.
(20:44):
It's why a lot of people tendto prefer lives when doing
group calls in their business.
That sense of human to humanconnection is really important.
And it's not just you that might feelnot motivated if you have a set it and
forget it part to your business, it'sactually your end user, your customer.
They need that connection withyou somewhere, or your peer group.
They need that connectionwith you somewhere.
(21:05):
It's why we all got so down and notmotivated during COVID, because we were
missing one of these three pillars.
We were missing this, it's calledrelatedness, but this sense
of connection to other people.
So most people understand theimportance of connecting to their
team and building a network, buthaving that personal connection
to your customers is so powerful.
(21:25):
Indeed, one of the things I used to doin my former business was send video
messages to any new customers, and thissmall personal connection had such a
huge impact on all of the customers.
But for me also, as the entrepreneur,as the person sending those
videos, you know, there werethousands of these that went out.
So it was quite a lot of work.
Each one was only a minute, but everytime we got a new customer, a new
(21:46):
live little video recording was done.
I used some software called Bonjoro,if you're interested in doing this.
One of those would go out and whatworked for me was it motivated me.
It was like a boost of energy everytime I sent one and I received a
reply because there was that senseof connection, that relatedness.
It's also why I encourage youto reach out to me when you're
(22:08):
a listener of the podcast.
And I say things all of the time, likedon't forget to DM me on socials, send me
an email at support at www.suzibelmont.
com, check in on my website, comeand say hi, just reply to an email
on my emails, whatever it is.
Because if nothing else, thatsense of connection with you, with
my listeners, is something thatunderpins my motivation and growth.
(22:29):
If you do reach out to me,this will explain why I almost
always reply personally.
Almost always.
I'm not going to say every single timebecause there'll be somebody, somebody
listening who says you didn't reply tome personally, it was one of your team.
So I'm not going to sayevery single one, but 99.
9 percent of the time I will do that.
And this sense of connection motivates me.
(22:50):
It's one of the reasons I found takingsuch a long break from social media
during my sabbatical Really, really hard.
And it's actually one of thereasons why my confidence
dropped during that sabbatical.
So I really want you to focus thison being about you, because we all
know the customer loves this, right?
Customers love to receivepersonal messages.
And if you get a personal message from theowner of the business, it's really nice.
(23:12):
So no, one's going to disputethat, but I want you to think
about why it also motivates you.
Often the action of taking the step isthe thing that will ultimately build your
confidence and get you motivated again.
It's just taking the step to build thatrelatedness, to build that connection.
So to recap, the three principlesbehind motivation, according to
(23:33):
self determination theory, arenumber one, autonomy, number two,
competence, and number three,relatedness, which is connection.
And to help you remember them,my metaphor about the car and
the pumpkin was not accidental.
If you take the first letter of eachof these, autonomy, competence, and
relatedness, A C R, and you reorganizethem to competence, autonomy,
(23:56):
and relatedness, you spell car.
Now you have no excuse for forgettingthis little bit of psychology, this
little psychological theory that will helpyou keep motivated if you implement it.
Just remember, whenever your motivationdrops, have you got autonomy?
Or let me do it the rightway around for the car.
Have you got competence?
Have you gone off on an angle and you'vestarted doing things in your business
(24:19):
that you're not really competent to do?
And if you aren't competent, you've eithergot to become competent or you've got
to go back and do something different.
Have you got autonomy?
Are you making all of the decisions thatyou need to make from a place of autonomy
or is something else influencing them?
Are you being led by whatsomebody else is doing?
You're noticing a competitor doingsomething and you're therefore doing
(24:40):
things that that competitor is doingbecause you're kind of following their
sense of autonomy rather than comingback and saying, what do I want to do?
What is my decision in this?
Doesn't matter whateveryone else is doing.
What's my decision?
And the third one, our relatedness.
Are you building connectionswith your customers?
Are you buildingconnections with your team?
(25:00):
Are you buildingconnections with your peers?
If you're not, if you've let that dropback for whatever reason, maybe you
got too busy and you didn't want tobuild connections with your customers
anymore and you didn't have time to.
Maybe you've been really busy withsome personal issues and that's got
in the way of building connectionsand relatedness with your team.
Those are the things you might wantto look at before you start thinking
(25:20):
about why am I not motivated?
Maybe I need to completely destroymy business and start all over again
and do something completely differentin a completely different niche.
Probably not.
You probably just needto come back to the CAR.
C A R.
Competence, Autonomy and Relatedness.
So just before I finish up today,I'm just going to give you three or
four, maybe five little tips if you'rereally keen to improve your motivation.
(25:44):
So start by focusing on strengtheningyour self determination.
And this means making sure thatyou're showing up in a way that
number one, fosters a belief thatyou have full control over your life.
Autonomy in your business means thatwhen you are confronted by challenges,
You believe that you can overcome them.
This is very much linked to yourenergy, which is something I talk
(26:04):
about in one of my programs thatyou can see over on my website.
Number two, don't build yourbusiness relying on external
rewards or punishments.
Try and set your goals based onan internal drive from within you.
This means achieving the goal is largelybased on your own effort rather than
setting the goal linked to somethingthat you can't control, such as how
(26:24):
many customers will sign up, how muchmoney you make, uh, something like that.
If the goal was internal, for example,that you showed up every day on a
live if you were doing a launch,that would be an intrinsic goal.
motivator, an intrinsic goal, somethingthat you control, something that's
internal, and you can achieve that.
It is likely that you will then staymotivated throughout because you're
(26:45):
focusing on that internal achievable goal.
Number three, base your actions ongoals that you've set knowing that
you are capable of achieving them.
It's really important to havesome idea of where you are heading
with your business and why.
And focusing on what you'recapable of doing puts you in the
right place to build competenceand then improve your confidence.
(27:06):
As I said earlier, capable doesn't meanyou need to be the best in the world,
just means you need to be capable.
Number four, don't work in isolation.
If you're not motivated, don'tjust go off and hide somewhere
and just do something in isolation.
Find ways to connect to other people,whether that's reaching out to your
customers, checking in on some ofyour clients, speaking to some of your
(27:27):
peers, going live on Facebook, talkingon someone else's post on Instagram,
whatever it is, find a way to connect.
Because I promise you, youwill notice a difference.
If you're not motivated in yourbusiness, just having something like
a customer reach out to you makes sucha difference and you'll know what I'm
talking about if you've experienced that.
When a customer reaches out and tellsyou something, gives you some feedback,
(27:48):
says that they're doing really well, itkind of makes you feel more motivated.
And then number five, a last one justto mention, is take self responsibility
as well as all of these things.
Accept blame for your failures.
But then move on.
It doesn't matter if something goes wrong.
It doesn't matter if you'velost your motivation.
It doesn't matter if your autonomy droppedor you've realized that your team has
(28:10):
got absolutely no autonomy whatsoever.
You just fix it.
You become aware, and hopefullytoday's podcast is making you aware.
Then you take responsibility for somethingthat's not quite right, and you tweak it.
You make it better.
It's as simple as that.
And then give yourself some creditfor your success and the fact
that you are making the changes.
Don't just ignore the fact that you'vemade this huge change based on these
(28:32):
really strong psychological principles.
So this is a nice simple principlethat I just want you to remember.
Whether you stick up car, C A R on yourwall, above your desk, just as a reminder,
or just keep it in the back of your head.
When your motivation drops, Thinkabout the CAR Principle, which
should lead you to remember selfdetermination theory, competence,
autonomy, and relatedness . Okie dokieeveryone, that is it from me today.
(28:56):
Thank you for being here andlistening with me and I will
see you in the next episode.
Oh, and before I go, don't forget,if you're new to my world or you
haven't yet discovered my website,head on over and take the ESP quiz,
the Emotional Survival Patterns quiz.
If you're curious to know more abouthow your emotions may be sabotaging your
business and your entrepreneurial growth.
(29:17):
It's all about the inner world.
That's what I do.
. So you can go and checkout that on the website.
See you next time.
In today's show, I'm talking abouta really well known principle of
psychology that most entrepreneursand leaders don't actually know about.
This principle really helps you createnext level growth in your business by
ensuring that your motivation stays high.
This is your permission slip to takethe next 20 minutes or all to yourself.
(00:20):
Relax and enjoy the show.
This is your time now.
Okay, let's go.
Hi, I'm Suzi Belmont, a multi sevenfigure entrepreneur with 15 years
experience, as well as a psychologyexpert, qualified coach, and therapist.
This podcast is your secret resourceto help you grow from the inside out.
(00:42):
It's like personal development forentrepreneurs and leaders, all wrapped
up in fun, positivity, and motivation.
So, pull up your chair and getready to change your life and
your business from the inside out.
This is the Inside OutEntrepreneur Podcast.
Hello, Hulu.
Um, welcome back to anotherepisode of the podcast.
(01:04):
It is so, so nice being back inyour earlobes and chatting again
because so many of you reached outafter the first show to tell me
how happy you were that I'm back.
So for that, thank you very muchfrom the bottom of my heart.
It was a super warm welcome back.
And so amazing to be onthe receiving end of that.
And for all of those of you who did askabout the show, don't forget that you will
(01:26):
need to subscribe to the show on whateverplatform you're listening on, whether
that's iTunes, Spotify, or elsewhere.
Okay, so this week, let's dive straightinto the topic, which is all about how
you use psychology to grow yourself asan entrepreneur, which ultimately creates
next level growth in your business.
And really specifically, I wantto talk to you this week about
(01:49):
motivation and how you stay motivatedwhen you're growing your business.
And as you can no doubt guess, becauseI focus on you rather than strategies
and funnels and hacks for your actualbusiness, this is about how you stay
motivated and keep those people aroundyou, your team and others motivated too.
(02:09):
Oh, and I nearly forgot before Ijump straight in and go through all
of the detail, those of you who'vebeen reaching out and asking me how
you get the secret episode of thepodcast, that is over on my website.
So if you haven't done that, Justpop on over to www.suzibelmont.com
and you'll see on the podcast pagethere, you can just download it.
It's not available withthe general podcast.
It's one that's in its own little space.
(02:31):
So you'll have to get that one thererather than trying to find it on iTunes.
Okay, let's go back to motivationand how you build it up in your
business, how you sustain it and howyou build it up for your team, how you
build it up with people around you.
And this can also applyto your customers too.
And to explain this, I want to break downa really powerful concept in psychology
(02:52):
that can help you supercharge yourown growth and your business growth.
And this is a concept based on a theorycalled self determination theory.
So, what is self determination theory?
Well, really simply, it's a theory that'spretty universally accepted as a really
good theory created by two psychologistscalled Edward Deci and Richard Ryan.
(03:14):
And in essence, it focuses on what isneeded to motivate people, whether that's
you, whether that's your customers,whether that's your team, whether that's
your family, it doesn't matter what isneeded to motivate people around you.
And according to this theory, you havethree needs that must be fulfilled for
you to grow and to stay motivated.
(03:35):
So this is kind of importantstuff that you need to know.
Yet most entrepreneurs, mostleaders don't know this.
I definitely didn't in my earlier days.
So I am sharing this with youright now so you can get a little
bit of a step up and be one footahead of where you were before.
So what are these three needs?
Well, let's start with number one.
(03:55):
The first need is focused on a coreneed that you have to feel in control
of your own choices and actions.
A lack of this is actually why somany employees hate their jobs.
They have no control of what happensin their day, and so motivation
is heavily affected as a result.
Having this sense of being in controlas an entrepreneur is called autonomy.
(04:17):
When you have autonomy and thefreedom to make decisions, you will
feel more motivated and engaged.
So let me share a little storyof how important this is.
Because this is something that cameup in my journey way, way back in
2013 when I got my first book deal.
And back then before I was doing thebook, I was swimming in autonomy.
(04:39):
I could do whatever Iwanted in my business.
I could co create with my customerswhen I was bringing out new products.
I could work with my team.
I could hire people.
I could fire people if I wanted to.
I could do what I chose todo pretty much every day.
And as I became so big in that industryso quickly, I got known and then I
started to get offered various things.
(05:00):
And one of the things I wasoffered was a book deal.
I was actually offered multiple bookpublishing contracts and ultimately
I accepted one that paid me 30, 000pounds up front with royalties later.
Now that was all good at thatpoint, I was really excited about
it, I thought this is great.
But then, fairly soon afterwards,I started to get a lot of
(05:20):
intervention in my timetable.
So, as I just mentioned, upuntil this point, I could pretty
much do whatever I wanted.
But, when the book deal came along,grateful as I was for having it,
and really excited and I reallywanted to do it, but I also
had to work with the publisher.
And the publisher wanted certain thingscreated by a certain time, done in a
certain way, according to what theythought was right, and I instantly
(05:42):
started to lose my sense of autonomy.
I felt like the publisher was dictatingmy working week and I completely
lost my motivation to create thebook over the next couple of months.
In fact, the book ended up beingreally, really late because unlike
when I had complete autonomy, I wasprocrastinating because I wasn't
motivated to move forward with thebook because it wasn't coming from me
(06:04):
fully in the way that I was used to.
And what is so important here to note isthat I had been paid £30, 000 up front,
which was a pretty good advance at thattime in the industry that I was in.
And considering it was my first book,I was untested in the market and so on,
I thought it was a really fair deal.
But that money, that payment, once it wasin the bank, didn't motivate me at all.
(06:27):
And this is the crux of thepoint that I want to make here.
When you're running your businessand looking for growth, a really
big tip is to avoid making moneyyour number one reason for anything.
And I'll explain why in a second.
Now, I'm not denyingthat money is important.
I know money reallymatters to entrepreneurs.
It matters to me as well.
And I am all for money goals andhaving money as a general motivator.
(06:49):
But when the going gets tough, moneyis actually an external motivator.
And according to self determinationtheory, which is really well tested, the
real motivators that drive you forwardand keep you going are internal ones.
Money is simply never going to beas strong when you're in the tougher
moments in business as the othermore internal drivers, and these
(07:11):
internal drivers are called intrinsicdrivers, or motivations, or needs.
And one of those isthis sense of autonomy.
So, applying that back to my bookdeal, I needed to produce the book for
reasons that mattered internally to me,not for external rewards like money.
And at the time, I didn't have asense of autonomy about the book,
(07:31):
nor did I have any of the otherneeds that I'm about to mention in a
moment that will drive my motivation.
So it was really hard to motivatemyself to write this book just
based on money alone, even thoughit was a fairly hefty advance.
So let's turn this toyou and your motivation.
In your own business and growth,think about how you've structured
things around your own autonomy.
(07:53):
How are you creating autonomy for you?
Are you building your businessaround the true you and your
unique strengths and abilities?
Because if you are, you have real freedom.
Are you allowing yourselfto show up as the true you?
Or is something making you hideaway or hide a part of you?
Because if you're hidingparts of you, this is where
you're going to hit obstacles.
(08:14):
This is why I focus on working withentrepreneurs to really revolutionize
your relationship with yourself.
Because you've got to have that naturalaligned feeling with your business.
And that involves really understandingwho you are and how you work, and
understanding how autonomy works for you.
And this is perhaps best explainedin the words of one of my clients.
So I'm going to read out somethingshe wrote to me because this is what
(08:36):
prompted me to produce this podcast.
Her words should really help youunderstand what autonomy feels like when
it's actually present in your business.
And this is what she said.
I invested in Suzi as a businessmentor and coach, which, FYI, is
the best money I ever spent, truly.
She took an inside out approach to mybusiness, starting by pulling me apart
(08:56):
and slowly rebuilding me, only without thefears, doubts, perfectionism, overthinking
that was holding me back before.
She basically rewired my entire brain.
It was mental, literally and figuratively.
Partway through this process, I startedto tap into my deeper intuition,
and I had a worrying realization.
I actually hated working with managers whofound excuses for their toxic behavior.
(09:21):
These were not my people.
I wanted to work with amazingwomen who did want to change.
And because Suzi had transformedmy life in such unexpected ways, I
knew that I was a better wife, mom,sister, daughter, friend, and better
at my business, it felt more fun,more free, and more under my control.
I knew that this is what I wantedto give to other women, so I knew I
(09:42):
was going to pivot in my business.
So do you see how understanding howshe worked, who she was and what made
her feel in control of her choicesand her mindset and her actions, then
led to massive increased motivationto alter her business and work to
what was aligned with her true self.
And that client is now flying,she's doing her own thing, she's
(10:03):
completely transformed what she'sdoing in her business and she's
fallen back in love with it.
And this is the real crux of autonomy.
You really have to have it in yourbusiness, you really got to be the one
in the driving seat, making decisions andfeeling free to make decisions from the
true you, from really understanding whoyou are and not having masks on and doing
things in a way that you're kind of halfshowing up, because that's not autonomy.
(10:26):
Half making decisions, half hiding.
Half doing things the way you thinkother people do them, rather than just
producing from yourself, from your core.
There is this other aspect of this need,number one, the autonomy need, which is
all to do with what underpins motivation.
Those of you listening who have teamsworking for you, think about how you
are creating autonomy within your team.
(10:48):
Are you micromanaging your employeesand creating a bottleneck because
everything has to go through you?
If so, this is stripping yourteam of autonomy and will
strip them of motivation too.
And you'll see it, you'll see that theirmotivation drops if it hasn't already.
Instead, you need to get really clearon how you can let your team feel 100
(11:08):
percent in control of their own decisions,their own actions, and their own results.
And this is a really powerful way to work.
Once you start to delegate in a waythat you give them that responsibility,
and you focus on managing your teamby delegating autonomy to them.
This is a really different way ofworking if you're not used to doing it.
And I often coach my own clientsabout how to let go because letting
(11:30):
go is so hard for entrepreneurs whostarted a business on their own.
And one of the main reasons I focuson this is because your team won't be
motivated if you can't let go, if youcan't hand over and build autonomy or
let them build autonomy for themselves.
And if you want any proof ofthat, have a think about teachers.
And I don't want to keep picking onschools, I spoke about them in the last
(11:51):
episode, but because you've all been toschool, you know what I'm talking about.
The government regulates schoolsso much that teachers have
no sense of autonomy anymore.
Teachers don't really get todecide what they are teaching,
and everything is geared towardsSATs, the standardized tests.
So teachers, as well as studentswho also lack autonomy in
schools, become demotivated, andnow they're leaving in droves.
(12:13):
And it's the same with students.
They're demotivated in school becausethey don't have much autonomy.
They don't find school interestingor motivating because this
fundamental piece, one of threepieces that they need, is missing,
this fundamental piece of autonomy.
And so naturally the motivation goes.
Worse still, schools and governmentsthen try and motivate children or
teachers via external influencers, likepoints and badges and rewards and exams.
(12:38):
But the real way to motivate is to goinside, to look from the inside out.
So, bring that example back to you.
Think about your business againand what parallels you can draw.
How could you create more autonomyin your life and in your business?
Think about how important it is to beyou, to be uniquely you, not feeling
(12:58):
like you have to do anything likeanyone else, or you have to do something
according to someone else's rules.
You get to do it your way.
This is part of being an entrepreneur.
You get to do it differently.
You get to go out on a limb.
You get to say thingsdifferently to everyone else.
You get to say whatever you wantto say and you get to build a
whole new level of motivation whenthat underpins how you're working.
(13:21):
This really is one of the waysto find success and happiness
and one of the things thatunderpins success and happiness.
Entrepreneurship is all about forgingyour own path, and that path must be
one that lets you feel 100 percentin control of what you choose to do.
And any time you begin to notice yourmotivation dropping in your business,
just think back on this and justask yourself, have I lost autonomy?
(13:45):
Have I lost that sense of autonomy,that sense of control, that sense
of freedom to do what I want?
What do I need to pivot?
What do I need to make changesto, to get that autonomy back?
Okay.
Number two, the next pillar ofself determination theory, because
remember there are three pillarsto self determination theory.
The first one was autonomy.
So the next one, and a need thatmust be fulfilled for you to grow
(14:08):
and stay motivated is competence.
This means that in your business, you mustfeel that you are effective at what you
do and that you are capable of doing it.
Now, big, big slam on theimaginary brakes here.
I said capable, not totally perfectin every possible way, not the best
in the world and better than everyoneelse, not the leading number one
(14:31):
expert who never makes any mistakes.
Just capable.
Feeling capable and competentunderpins how motivated you feel in
your business and personal growth.
And this is a massive point.
If you create the rightbusiness for you it will fully
align with who you truly are.
And not only will you feel effectiveand be able to create content
(14:52):
with ease, you will feel capable.
If you compare that to someone who simplycopied someone else's business model
because they saw the success that someoneelse was having, but the model doesn't
really align with their own story, theirown work, their own background, their own
research, their own experience, it won'ttake long before motivation drops off and
they cease to want to grow the business.
(15:13):
So sometimes you just need totweak your business model so it
really aligns with where you feelmost capable and most competent.
And if you've gone slightly offtrack here, just bring it back.
You don't need to destroy the business.
You just need to bring it back and say,where did I start doing stuff that wasn't
really where I was capable and competent?
I was just doing it because everyoneelse was doing it and I got swept up in a
(15:34):
trend or something going on in the market.
And if you're finding that you'redoing that, and actually you've lost
that sense of capability and thatsense of competence, bring it back.
Bring it back to where youstarted and what was the core
of what you were going to do.
It all comes back again to whatis happening inside of you.
When you feel skilled and able to tacklechallenges, your confidence grows and
(15:55):
then this impacts your motivation.
The need for competence is whyyou also need to keep continually
learning in your business.
Now that doesn't mean you needto be some kind of course junkie.
What I mean by this is honing yourskills, your expertise, and really
deeply understanding who you are andhow you operate from the inside out
(16:15):
becomes really important information.
You can't improve your competence andconfidence if you don't understand
who you are and why you're doingwhat you're doing and what it is
that motivates you about doing it.
Now, as some of you will remember, inone of my former programs, I used to talk
about the competence confidence loop.
So imagine, because some of youwon't have heard this, so imagine
(16:36):
for a minute you are looking ata wheel on the side of a car.
And as the car starts to move, the wheelstarts to go round and it's moving round
really smoothly like a car wheel does.
Now, imagine for a moment that I havegiven you a sharpie and you've just
stopped the car and you've writtenon one side of the wheel in big
capital letters the words COMPETENCE.
(16:56):
And it's kind of arched round thewheel, let's say it's on the right
hand side of the wheel and it's goinground and it says the word COMPETENCE.
Say you wrote it at sort of the 12o'clock to 4 o'clock place on the side
of the wheel, if that makes sense.
Now, on the same part of the wheel,on the same side of the wheel, still
on the front, on the opposite side, onthe 9 o'clock, sort of 9 o'clock till
midnight side, I want you to imagineyou've written the word CONFIDENCE.
(17:20):
So, on one side of the wheel,you've got the word competence,
and on the other side of the wheel,you've got the word confidence.
Now, imagine the car slowlystarts to move, and it can drive
forward because competence andconfidence balance each other out.
They're two halves of the same wheel.
Once there is some competence movement,then around comes confidence and once
(17:43):
confidence comes around, around comescompetence and then you have competence
going around and back comes confidence andit goes round and round with competence
and confidence, competence and confidencegoing round and round together and
they are completely in sync with eachother and then the car gets faster.
It moves faster, it goes and itgoes 10,20,30,40,50,60 miles an hour
(18:05):
because they are balanced together.
This is how this works.
You need competence in your businessin order to have confidence,
and you need confidence tocontinue to grow your competence.
They go together.
Now, imagine this wheel representsyou, imagine that it is you.
What would happen to the car if I tookoff the wheel and put a pumpkin on there
(18:27):
instead of the wheel, instead of the tyre?
The car would drive a little bit, right?
Because the pumpkin would be thereand it would still be round, so
it would go round, but then, as itstarted to speed up, the pumpkin would
probably explode everywhere and thecar would come grinding to a halt.
And this is what it's like when youbase your business on someone else's
model or methods or strategiesand you don't have competence.
(18:51):
You can drive for a little bit, butas soon as the car tries to speed up,
the wheels come off because there'sno competence in someone else's model.
And of course, when you don'thave the confidence, you don't
have the competence either.
So everything just explodes like apumpkin going around instead of a tire.
Instead, you have to remove the pumpkin,which is the things that you're basing on
everyone else, and go back to the tyre,your tyre, your wheel, and put what you
(19:14):
know, and what you learn about, and whatyour unique capabilities are, and your
competencies, and put that on there.
So you work with yourconfidence and competence again.
Competence and confidence.
Can't say those words too manytimes without getting them mixed up.
So as you think about your businessand your next level of growth, go
back to you and what you are best at.
What is your unique USP?
(19:35):
What do you do best?
Focus on that bit.
And if that means delegating other bitsto your team, remember tip number one,
and give them autonomy as you delegate.
Because the bits you want to do are thebits that you are most competent at.
And you want to be delegating everythingto everyone else, or not doing it at all.
Delete or delegate.
Okay, let's go on to the third thing.
(19:56):
So just to recap before I do, thereare three parts of self determination
theory, which need to be there.
These three things need to be therein order for you to feel motivated.
Number one was autonomy.
Number two was competence.
And number three, the last pillar of selfdetermination theory, and a need that
must be fulfilled for you to grow andbe motivated, is connection to others.
(20:19):
This means building strong relationshipswith your customers and your team
as well as a network of peers thatprovides a sense of belonging.
And this is actually one of thereasons why models of business
that rely on set it and forget itprinciples feel not very satisfying.
Because not having connections toothers goes against this fundamental
principle of what humans needto feel motivated and to thrive.
(20:44):
It's why a lot of people tendto prefer lives when doing
group calls in their business.
That sense of human to humanconnection is really important.
And it's not just you that might feelnot motivated if you have a set it and
forget it part to your business, it'sactually your end user, your customer.
They need that connection withyou somewhere, or your peer group.
They need that connectionwith you somewhere.
(21:05):
It's why we all got so down and notmotivated during COVID, because we were
missing one of these three pillars.
We were missing this, it's calledrelatedness, but this sense
of connection to other people.
So most people understand theimportance of connecting to their
team and building a network, buthaving that personal connection
to your customers is so powerful.
(21:25):
Indeed, one of the things I used to doin my former business was send video
messages to any new customers, and thissmall personal connection had such a
huge impact on all of the customers.
But for me also, as the entrepreneur,as the person sending those
videos, you know, there werethousands of these that went out.
So it was quite a lot of work.
Each one was only a minute, but everytime we got a new customer, a new
(21:46):
live little video recording was done.
I used some software called Bonjoro,if you're interested in doing this.
One of those would go out and whatworked for me was it motivated me.
It was like a boost of energy everytime I sent one and I received a
reply because there was that senseof connection, that relatedness.
It's also why I encourage youto reach out to me when you're
(22:08):
a listener of the podcast.
And I say things all of the time, likedon't forget to DM me on socials, send me
an email at support at www.suzibelmont.
com, check in on my website, comeand say hi, just reply to an email
on my emails, whatever it is.
Because if nothing else, thatsense of connection with you, with
my listeners, is something thatunderpins my motivation and growth.
(22:29):
If you do reach out to me,this will explain why I almost
always reply personally.
Almost always.
I'm not going to say every single timebecause there'll be somebody, somebody
listening who says you didn't reply tome personally, it was one of your team.
So I'm not going to sayevery single one, but 99.
9 percent of the time I will do that.
And this sense of connection motivates me.
(22:50):
It's one of the reasons I found takingsuch a long break from social media
during my sabbatical Really, really hard.
And it's actually one of thereasons why my confidence
dropped during that sabbatical.
So I really want you to focus thison being about you, because we all
know the customer loves this, right?
Customers love to receivepersonal messages.
And if you get a personal message from theowner of the business, it's really nice.
(23:12):
So no, one's going to disputethat, but I want you to think
about why it also motivates you.
Often the action of taking the step isthe thing that will ultimately build your
confidence and get you motivated again.
It's just taking the step to build thatrelatedness, to build that connection.
So to recap, the three principlesbehind motivation, according to
(23:33):
self determination theory, arenumber one, autonomy, number two,
competence, and number three,relatedness, which is connection.
And to help you remember them,my metaphor about the car and
the pumpkin was not accidental.
If you take the first letter of eachof these, autonomy, competence, and
relatedness, A C R, and you reorganizethem to competence, autonomy,
(23:56):
and relatedness, you spell car.
Now you have no excuse for forgettingthis little bit of psychology, this
little psychological theory that will helpyou keep motivated if you implement it.
Just remember, whenever your motivationdrops, have you got autonomy?
Or let me do it the rightway around for the car.
Have you got competence?
Have you gone off on an angle and you'vestarted doing things in your business
(24:19):
that you're not really competent to do?
And if you aren't competent, you've eithergot to become competent or you've got
to go back and do something different.
Have you got autonomy?
Are you making all of the decisions thatyou need to make from a place of autonomy
or is something else influencing them?
Are you being led by whatsomebody else is doing?
You're noticing a competitor doingsomething and you're therefore doing
(24:40):
things that that competitor is doingbecause you're kind of following their
sense of autonomy rather than comingback and saying, what do I want to do?
What is my decision in this?
Doesn't matter whateveryone else is doing.
What's my decision?
And the third one, our relatedness.
Are you building connectionswith your customers?
Are you buildingconnections with your team?
(25:00):
Are you buildingconnections with your peers?
If you're not, if you've let that dropback for whatever reason, maybe you
got too busy and you didn't want tobuild connections with your customers
anymore and you didn't have time to.
Maybe you've been really busy withsome personal issues and that's got
in the way of building connectionsand relatedness with your team.
Those are the things you might wantto look at before you start thinking
(25:20):
about why am I not motivated?
Maybe I need to completely destroymy business and start all over again
and do something completely differentin a completely different niche.
Probably not.
You probably just needto come back to the CAR.
C A R.
Competence, Autonomy and Relatedness.
So just before I finish up today,I'm just going to give you three or
four, maybe five little tips if you'rereally keen to improve your motivation.
(25:44):
So start by focusing on strengtheningyour self determination.
And this means making sure thatyou're showing up in a way that
number one, fosters a belief thatyou have full control over your life.
Autonomy in your business means thatwhen you are confronted by challenges,
You believe that you can overcome them.
This is very much linked to yourenergy, which is something I talk
(26:04):
about in one of my programs thatyou can see over on my website.
Number two, don't build yourbusiness relying on external
rewards or punishments.
Try and set your goals based onan internal drive from within you.
This means achieving the goal is largelybased on your own effort rather than
setting the goal linked to somethingthat you can't control, such as how
(26:24):
many customers will sign up, how muchmoney you make, uh, something like that.
If the goal was internal, for example,that you showed up every day on a
live if you were doing a launch,that would be an intrinsic goal.
motivator, an intrinsic goal, somethingthat you control, something that's
internal, and you can achieve that.
It is likely that you will then staymotivated throughout because you're
(26:45):
focusing on that internal achievable goal.
Number three, base your actions ongoals that you've set knowing that
you are capable of achieving them.
It's really important to havesome idea of where you are heading
with your business and why.
And focusing on what you'recapable of doing puts you in the
right place to build competenceand then improve your confidence.
(27:06):
As I said earlier, capable doesn't meanyou need to be the best in the world,
just means you need to be capable.
Number four, don't work in isolation.
If you're not motivated, don'tjust go off and hide somewhere
and just do something in isolation.
Find ways to connect to other people,whether that's reaching out to your
customers, checking in on some ofyour clients, speaking to some of your
(27:27):
peers, going live on Facebook, talkingon someone else's post on Instagram,
whatever it is, find a way to connect.
Because I promise you, youwill notice a difference.
If you're not motivated in yourbusiness, just having something like
a customer reach out to you makes sucha difference and you'll know what I'm
talking about if you've experienced that.
When a customer reaches out and tellsyou something, gives you some feedback,
(27:48):
says that they're doing really well, itkind of makes you feel more motivated.
And then number five, a last one justto mention, is take self responsibility
as well as all of these things.
Accept blame for your failures.
But then move on.
It doesn't matter if something goes wrong.
It doesn't matter if you'velost your motivation.
It doesn't matter if your autonomy droppedor you've realized that your team has
(28:10):
got absolutely no autonomy whatsoever.
You just fix it.
You become aware, and hopefullytoday's podcast is making you aware.
Then you take responsibility for somethingthat's not quite right, and you tweak it.
You make it better.
It's as simple as that.
And then give yourself some creditfor your success and the fact
that you are making the changes.
Don't just ignore the fact that you'vemade this huge change based on these
(28:32):
really strong psychological principles.
So this is a nice simple principlethat I just want you to remember.
Whether you stick up car, C A R on yourwall, above your desk, just as a reminder,
or just keep it in the back of your head.
When your motivation drops, Thinkabout the CAR Principle, which
should lead you to remember selfdetermination theory, competence,
autonomy, and relatedness . Okie dokieeveryone, that is it from me today.
(28:56):
Thank you for being here andlistening with me and I will
see you in the next episode.
Oh, and before I go, don't forget,if you're new to my world or you
haven't yet discovered my website,head on over and take the ESP quiz,
the Emotional Survival Patterns quiz.
If you're curious to know more abouthow your emotions may be sabotaging your
business and your entrepreneurial growth.
(29:17):
It's all about the inner world.
That's what I do.
. So you can go and checkout that on the website.
See you next time.
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