The only way to gain and keep the goodwill and high esteem of the people we work and live with is to deserve it. Each of us will eventually be recognised for what we are because of our motives, not for what we try to be through our moves. Having the right motives will always win over making the right moves, yet, often prompted by personal ambition, we focus on gaining quick success by learning artful techniques. In the long run, no technique, no matter how clever, can conceal the motives a person has in his or her heart.
Many businesses focus on making all the right moves with the understandable motivation of greater return. Indeed, the majority of employment training is on specific competency techniques to ensure that the right moves are practised. But the motives behind practising the right moves are not always in harmony with what the business purports to be in business for.
Take two competing pharmaceutical organisations, for example. Both are giants in their industry, committed to providing essential cures for the greater enjoyment of life. One company may seek to maximise its returns so that it can invest in further research and development in order to keep its pipeline of essential cures flowing. Another may seek to maximise its returns so that it can bring a greater return for its shareholders. The first considers that developing newcures is its life blood and this is in line with its motives. The second considers that its shareholders’ goodwill is itslife blood.
Both companies are making the right moves. Yet do they both have the right motives? Without further development, what will the second company do for new products? It will need to effect the take-over of another pharmaceutical company in order to obtain further products. This may be the right move, but the consequential reduction of duplicated personnel will inevitablymean the disappearance of many people, ideas and research that would have led to new products.
At the other end of the scale are two small businesses. Both are specialists in their industry, committed to providing greater efficiency in the operations of their clients. The first seeks to sell its products and services in the belief that they will make a difference. As such this company is discerning and does not seek to sell its products if it believes they are inappropriate for the customer’s requirements. This is in line with its motives. The other, however, is motivated to sell because its over-extended budget must be met. Regardless as to whether a product is appropriate or not, it believes that as long as the right moves are adhered to, success is assured. It is essential to focus on the right motives as then the right moves naturally follow.
To receive rewards through financial or career success by making the right moves, at the cost of high self-esteem and peace of mind, is to have sacrificed something of real value for mere trinkets. When we exchange gold for trinkets, the quantity we amass is irrelevant. Initially, and for a limited period, possessing the trinkets may be exhilarating, but you will not keep people from noticing the difference.
Walk into a building that houses any business that you are not involved with, and you can soon tell whether its moves are consistent with its motives. Hidden agendas, dichotomy of values and duplicity of motives that have become ‘the way it is around here’ cannot be concealed for long from an outsider. The tension generated by inconsistent motives can permeate a whole company. Notice, for example, the tension we experience when trying to please people from whom we want something. As an individual you only have to ask yourself if you feel differently taking to someone that you want something from, than you do when talking to someone that you don’t want anything from. When you are sure of your motives you believe in what you do and why you are doing it, then you can learn to become as relaxed with others as you are when by yourself. Questioning your motives on a regular basis will automatically develop the power of your true conscience. In doing this your conscience helps you to be sincere with yourself.
Although we are rarely aware of it, we always treat others exactly as we treat ourselves. So, if we are unsure of our own motives, it follows that we will be unsure of the motives of others. Understanding the motives of others accurately, however, would clearly be an immensely valuable tool, as all areas of our lives involve interaction with others. Understanding of the right motives is infinitely more important than simply acting out the right moves, and this leads to the application of the second key.
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