Motivational Memos

NEW TOOLS FOR COACHING, ANYONE?

On some of the Discussion groups I belong to on LinkedIn there has been quite a bit of discussion on the topic of new tools for coaches: are there any, which do you use, and do they need them anyway?

The short answer has to be: yes, there are many; which you use will depend on your own experience, learning, preferences; and yes, coaches need them. In truth too many coaches (and for that read trainers and consultants) seem to adopt the ‘education’ view of coaching. You know what I mean? I trained to be a lawyer and I qualified in 1985, so what do I need new training for? For ‘lawyer’ also read dentist, doctor, teacher, professor or just about anybody who wants to be stuck in the groove of what they ‘learnt’ thirty years ago, and think that that serves the client well.

One of my scariest true stories occurred some ten years ago. I was called into a major (for the UK) food processing company to deliver a programme called Investors in People. This company employed hundreds of people, and had been owned by one man and run in a particularly patriarchal fashion. One year before he had retired, sold out to venture capital, and now they were aiming to get a return on their investment.

I stood in the corridor as some manager told me how pleased they really were to see me. Oh, good, I said.

Yes, he continued, only we’ve never had training before. I smiled at his exaggeration.

Well, I said, you’ve never done Investors in People before?

No, we’ve never had any training. I looked perplexed. He looked nervously around.

His colleague beside him took up the story. Occasionally we could do it, but we always had to have two trainers.

I am sorry, I said, I don’t understand what you are talking about.

Well, she said, you got fired if you were found training anyone – fired on the spot.

Really? I said. So what’s the point then of two of you doing the training, if you’re both going to be fired!

Ah, said the first manager. That was so you didn’t get caught! I seriously had no idea what he meant. You know, he said, one did the training, and one stood on guard to let you know if Mr X was wandering down the corridor!

Why did he do this? I asked incredulously.

He reckoned he paid you to do the job, so why would you need training if he employed you as capable to begin with? Fair point, eh? May be, but only in an antediluvian world.

We all need tools – and the insight and wisdom to use them effectively and appropriately. The good thing about good tools is that they help ‘sell’ the business proposition because people are attracted by the self-evident power of the tool, and it acts like a guarantor of the service provided by the person. Certainly, our Motivational Maps have worked in this way with some of our coaches.

Recently I came across a superb Canadian company, called appropriately The Coaching Tools Company, see www.thecoachingtoolscompany.com , which allowed me to trial some of their products. Very impressive indeed. I especially liked their Troll Travels – Who Am I? tool. Invariably as a coach one comes across defining identity issues; this particular tool makes this such a fun activity: you first make a list of all your qualities, and then are sent off to three bridge encounters. At each bridge you have to give away a certain percentage of your qualities to pacify the troll. You are left at the end with only 10% of your qualities, but these are the CORE you! Brilliant. Totally relevant to anyone reflecting on their personal or career development.

The other thing about these tools is how attractive they are laid out, which is always half the battle in presenting stuff to clients. So – check them out – well worth a visit. Sharpen one’s tools for the next round of coaching!

James

 

END OF YEAR THOUGHTS

Welcome everyone to the end of the year; it’s great to think we’ve made it! Not only, hopefully, are we still alive, but our businesses are still running too. This latter point is probably more surprising than actually physically existing, given the sheer incompetence of Governments, especially ours in the UK, and the general greed of bankers and their ilk.

 

Following the UK’s experience with the financial crisis this year, I have decided to redefine the ‘mother of all Parliaments’ – namely, the UK’s – in these terms: The UK Parliament, a Definition: A place where second rate minds with third rate principles, and no vision, legislate to afflict the working population. I welcome all comments that can improve upon that definition and even surpass it; if I am impressed enough by entries/comments I may well award a prize in a fit of 2010 generosity!

 

The key issue for us all is to go on running successful businesses, and running a successful business is not primarily about the money. In fact as was observed long ago – the primary purpose of a business is to attract and retain customers. How is this done? By providing outstanding levels of service. Making a profit is a by-product of outstanding service levels. Running a business, therefore, is being incredibly socially useful.

 

One end of year thought, then, is: are your service providers giving you outstanding levels of service? If not, why are you with them? My wife and I have done a review of our service providers and it is a salutary experience. Big changes are going to be shortly implemented at our end.

 

A second end of year thought is to return to basics – the simple truths that underpin all success. One of these that I am particularly fond of is Peter Drucker’s maxim that only two things make money for a business, and everything else is a cost: to wit, innovation and marketing.

 

I am going to spend a lot more time this year being even more creative about our services and our products, and innovative too about the marketing of the same. As I review the last 18 months I realise that although we have ‘marketed’, we have not had a strong enough focus. Although we have a unique product, we have not sufficiently got this message across in the niche areas where leverage is massive.

 

So my final piece of review advice this year is: get yourself a business strategist – get someone to challenge your assumptions – get someone to get you getting more focus en route to market. I intend taking my own advice – in fact splendidly so: tonight I see in the new year celebrating with my strategist. Wine may make things a little hazy tonight, but I am sure that by tomorrow 2010 will be as clear as day.

 

Happy new year to all my readers!

James

   

PHILIP THE FIRST

Money Week ran an article recently on the West’s only hope – economically – against the East. It’s called innovation – apparently, we are very good at it and we need to do more if we are to thrive.

 

That comes as no surprise to Motivational Maps Ltd – we are a company that depends on innovation for our survival. There are too many consultants and coaches out there to be comfortable; one has to differentiate one self, and not be a ‘me-too’ business. In any case, just how tedious is it doing the – wow, that’s a great product – let me rip it off and sell it for £1 less?

 

There is a story of a town in Dorset which had in the town centre a One Pound Store – everything in the store could be bought for £1 or less. Amazing. Alas, it has gone out of business: some smart aleck opened up across the road with a 99p Store – everything for sale for 99p or less, and customers of the £1 Store deserted in droves!

 

We need innovation – for our products, our services, our systems, our processes and even our customers. What? Yes, even our customers need to innovate for us.

 

One of my best clients – for nearly 15 years – and a friend of mine is Philip Warr, the MD of the highly successful practice, PH Warr PLC: www.phwarr.com . Philip is currently innovating himself – penetrating new international markets. Good on him – long may he prosper.

 

I was a bit surprised, though, when he innovated with my product – the Motivational Map! Over 5000 Maps have been completed worldwide, and we claim that the Map is 99.9% accurate: there have been two queries about the results that we have been made aware of in that number.

 

Philip seems satisfied with his latest Map, but it is how he did it that is ‘innovative’. Whilst he was hands-free driving to his next network meeting, his PA posed the questions on the mobile, and he gave the answer, which she entered on- line. Bingo! He has an accurate result.

 

Thank you Philip. I don’t recommend this method, especially, but it does give you pause for thought: suppose we could create voice recognition software for the Maps? How cool would that be?

 

So again, thanks – from your ingenious attempt to maximise your use of ‘idle’ time we have a fully-fledged new idea that might in future just run. You see, it’s all about innovation!

James

   

MOTIVATE YOUR CAREER

Occasionally, you get a staggering email, and realise you – or rather your product – has made an astonishing difference. Of course, I also happen to believe that I – and others with a similar philosophy, attitude and outlook – make massive differences all the time; it’s just we are not always aware of it. Sometimes we need someone who has benefitted from our service or process or product to be fully articulate, to be grateful, and to hit the right moment when they decide they are going to share with us.

 

Such a moment happened to me recently. I bang on a lot about how good Motivational Maps (and our PMP on our other site: www.motivationalmentoring.com)  are at helping people with their careers. This is not surprising when you consider that choosing a job with the right endemic motivators must be preferable to choosing one that simply works against our motivators.  To take a simple example, if our primary motivator is ‘learning’ – what we call The Expert – and the job/career/role we choose involves absolutely no training, coaching, learning or development (and such posts still seem to exist in reality), or only involve learning on an absolutely minimalist need-to-know basis, then there is built into the job a frustration right at the start.

 

About a year ago, a very bright professional woman did the Map, and said how good it was. Great. A couple of days ago I received an email from her that really set out just how ‘good’ good was! In her own words – with relevant changes to preserve anonymity, especially of the guilty – it goes like this (Her dominant motivator is what we call Spirit, the need for freedom and autonomy):

 

1. I had a boss, who tried to micro manage me. It irritated me enormously. I take it as a insult against my professional judgement. Why employ me, if you don't trust me? But I only truly realised this AFTER having done a map. Prior to completing a map, I would get agitated by his way of managing me, but couldn't quite put my finger on what it was that unsettled me. When was reading the map report and the do's and don'ts when dealing with Spirits, micromanagement hit a spot - "That's what they are doing to me and that's why I'm unhappy!"

 

2. Time recording - quite right, the pain of my life. In fact I need to do my time sheets for the last two weeks tomorrow, as it is the end of the month! But here again, the Map helped with self-awareness. Previously, I would forever kick myself in the ankle for being so disorganised for not getting my time sheets done. Now I am A) more aware that lack of ability to stick to a mundane administrative protocol is a weakness of mine, so I take more precaution to force myself to stick to it and B) when I haven't, I don't beat myself up about it quite so much and know to be a bit more understanding of myself

 

3. Completing a Map helped with career focus. ABC is the most prestigious firm to work in Bristol area. I would have been more inclined to stick with it, had I not completed a map and come to realise that it was highly unlikely that I would ever feel settled and happy in that place. Further, accepting the latest position at XYZ was somewhat risky, not least because of their alleged financial difficulties. Again, had I not done a map, I would have probably been more reluctant to accept it. However, knowing that I am a Spirit and having had the discussions with A.Nonymous of the likely role and freedom that is meant to go with it, it was really a no-brainer to accept it!!

 

So, I owe a lot to the Maps. Thank you. I'm sorry I haven't told you this before.

Self-awareness – the beginning of wisdom and change for us all. How wonderful – in fact, what a wonderful life – when we see the fruits of our efforts! Choose a role, then, that motivates you.

James

 

THE JOYOUS PAST

I am not a particularly sentimental person: when I heard about Friends Re-United I was unmoved, and I am not especially keen on Facebook, although I have found myself reconnecting there with some great people from my past. What surprises me is some of them seeking me out!

What staggers me, though, is what has happened via my old friend, LinkedIn! It does require you to complete your profile, and you don’t really feel complete till you do. That took me nearly two years, but once I had done it, things accelerated in a weird way.

I completed the universities and colleges I had been to, and then for completeness I thought – why not? – I entered my old school, The Harvey Grammar School, Folkestone. I was there for long enough – seven years –but I have never been back. One’s memories too are mixed – some good things and some not so good.

Once I had triggered the association, however, I discovered a Group of Harveians on Linkedin, which I promptly joined. Before I knew where I was, I was happily chatting to the Moderator of the Group, and then linking to other members, and even discovering people I was in class with way back then.

I find myself very satisfied with this. In fact so satisfied that I have joined the non-Web based Old Harveian Association, and now intend to go down to their Annual Dinner on the 5^th December – and may be will meet ex-class mates, ex-teachers, and less likely but ex-enemies from all those years ago (the Sixties, for those wondering!). Hopefully ‘enemies’ can easily become friends after the distance we have travelled.

The point, I guess, is that it is easy in our atomised society to be always moving on, to discount the past that has served its purpose. But I increasingly realise that part of our mission is to make sense of our lives and part of that is to return to the child-like (not childish) and open state we had at the beginning.

Thus, relaxing into the past could be very motivating – where (for some) there is no trauma too great or unbearable - and a joyous and re-invigorating experience. It invites one to think: how this all contributed to the puzzle that is our life now. And forty years on (nearly for me) that is challenging – five or even ten years after I left, what the school had done seemed obvious. Now?

If anyone reading this is from the Harvey Grammar, or knows anyone, then please get them to contact Mark Harrison - http://uk.linkedin.com/in/endlessleisure - who is doing a great job drumming up support on Linkedin. And the LinkedIn link is: http://www.linkedin.com/groups?gid=105051&trk=myg_ugrp_ovr.

Look forward to more connecting in due course! And, see some of you on the 5^th December!

James

 

DAN PINK AND MOTIVATION

My friend, Pascoe Sawyers, www.mylifeismybusiness.co.uk (check out his website – he has a great book out and there is a video clip of him live) sent me recently a link to Dan Pink’s talk at Oxford on motivation: www.ted.com/talks/dan_pink_on_motivation.html

In eighteen minutes Dan puts in a tremendous performance, and covers a lot of ground. The essence of his argument is one that we here at Motivational Maps passionately agree with: business does not deploy the real science of motivation when dealing with staff; business (including non-business organisations) tends to use a limited carrot and stick approach that only works in a narrow set of circumstances. Put even more forcefully, Dan argues that the ‘If  …[you do this] … Then … [you get that]’ model destroys creativity. In fact, ‘If… then’ only works when dealing with simple and simplistic types of activities - certainly not anything requiring innovation and creativity. And the point he goes on to make is: we in the West need to be creative if we are going to compete with the East.

Dan cites a lot of scientific evidence for his assertions and these are pretty compelling. But perhaps his most telling point comes at the end: he asks us to compare and contrast two products – Encarta and Wikipedia. If you were to ask in the late 90s which one would come to dominate the market – the one product with all of Microsoft’s R&D behind it, and a whole lot of highly paid managers and professionals, and marketing experts versus a self-help product produced by amateurs and ‘nerds’, who would you bet on?

The counter-intuitive fact is: Wikipedia won, and an essential part of this winning is down to motivation – they were/are a highly motivated team of people bent on a mission, versus a bunch of professionals doing a job, earning a living, expecting a pay cheque. Big sub-text: big pay cheques don’t work. And isn’t this so timely a point with all the banking stuff going around? The whole rationale of why they are being paid so much money is entirely false.

Dan goes on to say that that the money motivators – extrinsic motivators – are weak compared with what he calls the intrinsic motivators. He identifies three core intrinsic motivators: Autonomy, Mastery, and Purpose.

At Motivational Maps we are gratified that there are three – our system is built on nine motivators in three blocks of three! And we have a special language for Autonomy, Mastery, and Purpose: we call them the Spirit, the Expert and the Searcher.

For those people who want the latest ‘science’ on motivation – what really motivates people, and who want a language and a metric so that we don’t get into the touchy-feely, impressionistic clap-trap, then Motivational Maps really are the solution – and if you don’t believe me, at least take a look at Dan Pink’s video – it’s inspiring!

James

THE SELF ESTEEM QUESTION

I was recently on a coaching forum and found a question about self-esteem: what had readers seen of literature specifically about coaching to build self-esteem? The person asking the question was doing an MA on the topic, so great for him to get loads of helpful references. For me, however, it reminded me of the importance of not just reading about self-esteem, but thinking constructively about how we do build our clients’ self-esteem – or not?

I like to cite Nathaniel Brandon’s comment that self-esteem is the most powerful force in the universe! That certainly makes it pretty important. And of course there is general unanimity that one’s performance in life at anything is directly correlated with one’s level of self-esteem. Put crudely: the higher one’s level of self-esteem, the greater one’s level of performance.  But performance is not the end benefit – the better we perform, the more we enjoy life – in fact, enter the zone where time stops and we are fully absorbed with actually two things – the doing and the mastery. There is something incredibly satisfying – whether one has or has not got an audience – about performing at the level of complete mastery. The dancer at this point becomes the dance.

 

On a practical level, as a professional mentor, I frequently encounter issues of low self-esteem in some of my clients. When I do it is important to distinguish between the use of left and right brain tools. In short, for some people, it is enough to explain concepts and provide what might be termed logical exercises that enable them to move forward. These exercises can be very small steps indeed; in fact, the whole principle of kaisen suggests that working on very small steps has far more likelihood of succeeding than the big radical shifts.

 

Here is one, small, left brain tool that anybody can do. Fill the right side of your pocket with 10 small coins (in the UK 5p is ideal). I like to ensure they are all shiny although that isn’t essential. Then, during the course of the day, every time you think a positive thought about yourself, or correct a negative one with a positive substitution, transfer one coin across to the other side pocket. Aim to transfer all 10 during the course of the day. If that becomes easy, try to get all 10 transferred back again. The brilliance of this is that the small chinking of the coins reminds one to be positive and create positive self talk. It is also a very small step – seemingly inconsequential. Who could not do it?

 

However, for some, the problem is more deep-rooted and these ‘left brain’ activities and ideas simply will not work. Right brain, holistic, tools are necessary. These can include things like NLP, especially when weighted with hypnotherapy techniques. I personally prefer image streaming, meditation techniques, and EFT - these are astonishingly powerful ways of impacting the self esteem. What this is really about of course is aligning the sub-conscious mind to support the rational mind - and if it doesn't, there is not much chance of progress.

Out of ten, how would you rate your self-esteem? (10 is high, 1 is low). Does your self-esteem need a boost? Remember, what we focus on, grows in our experience.

James

 

LEADERSHIP AND MOTIVATION

As many of you know, our company specialises in the language and metrics of motivation. You would think – at least in business – that motivation was/is an indispensable part of the ‘mix’. By which I mean: every organisation should actively consider a strategy for motivation for all its staff. The assumption, for example, that we have an HR department, so therefore it’s ‘covered’ is often fallacious.

Why many organisations pay so little attention to motivation is a mystery, but when the same holds true, albeit to a lesser extent, for leadership, then something is seriously wrong. For if there is one factor that is consistently identified as being THE most important component of an organisation’s success, then it is leadership. The quality of leadership is intimately related to results.

So it is that we need to take a wide – generic – look at leadership before narrowing down the attributes necessary for a specific organisation. What, then, are these generic attributes? What exactly are we looking for in a leader?

I think there are two main aspects of leadership that any leader has to be thoroughly conversant with. First, leaders must be able to work ON the business or ON the organisation. What does that mean? In essence I reduce this to two major skills: the strategy for the organisation and the implementation of the processes, systems, structures that enable the strategy to be delivered.

Secondly, working IN the business or organisation. This working IN is not about the systems; it is about recruiting, creating and sustaining the winning teams. Such teams seriously leverage human productivity. As they say in the jargon: TEAMs – Together Each Achieves More.

But the final part of working IN drills down to the individual – the leader must not only build the strong, winning teams – s/he must also motivate every individual in the organisation, for it is the motivation that will provide the biggest impact on performance.

So, generically, leaders must work ON the organisation (strategy and system) and work IN the organisation (teams and motivation) too. Is there anything missing from this picture? Yes, I could argue that motivating people is a leader’s skill that is not only inwardly focused on staff, but outwardly focused on suppliers, customers, and the wider audience of the world’s opinion too. We might call this PR or negotiation!

But semantics aside, there is one major area I haven’t covered – without which none of the other skills work effectively in the long run. It is more a quality than a skill. It is the leader’s commitment to personal growth and to learning. Without that commitment and action, leadership is running on empty – and it soon shows.

James

 

MOTIVATING THE BRITISH ROYAL MAIL: PART 2

Following on from our debate last time, I am almost certain that regarding the Motivational profile of the Royal Mail, we would find the following: the staff would predominantly have Relationship motivators. Time for them is slower and change is largely to be avoided, since they want certainty. Since the staff make up the bulk of the Royal Mail, it follows that screening the whole organisation would produce the same result: the dominant motivator is relationship based.

The senior executives, on the other hand, are Achievement motivator based. For them time is faster, and outcomes, not relationships, are what is important. One important outcome will, therefore, be cost cutting, efficiency, savings.

Beyond the senior executives will be the consultants advising them – often in fact Professor X and a team from a leading Business School. These will tend to be Growth orientated: faster still than the Achievement motivated, and concerned with growth – not the same as the tangible outcomes of the cost-cutters. One slightly over-simplified way of expressing this might be: the Achievers will tend to want efficiencies, whereas the Growth motivators will move towards effectiveness. Both are necessary, but like centripetal and centrifugal force they go in opposite directions.

What this all means – surprise, surprise – is that all three groups are really speaking a different language and coming from a different ‘space’. This space isn’t inconsequential – it is the energy space that we describe through our motivators; for that is what motivation is - an energy. Thus, it is so difficult to deal with people whose energies are running counter to ours – the difficulty is way beyond mere intellectual dissent.

What the Maps could do is:

a.     provide that language that would make sense of some of their dialogues

b.     suggest appropriate reward strategies that would work, that would touch the ‘hot buttons’ of the other side

In this way the Maps could help redefine the conflict.

Of course what this is in essence is a change management programme, but one that cuts to the chase: the motivational profiles are where our energies go – they therefore go straight to the heart of what we want! And when people offer us what we want, we tend to be more compliant.

If the management of the Royal Mail understood what people wanted at a motivational level, and started using the language and reward strategies accordingly, how differently might this conflict turn out?

James

MOTIVATING THE BRITISH ROYAL MAIL: PART 1

I gave a talk at the Institute of Directors last Friday and alluded to the application of Motivational Maps to the current dire situation developing within the British mail system, The Royal Mail – its managers and workers. Somebody afterwards asked me to expand on my remarks. Although I am not following the situation closely, and neither am I a corporate consultant – my focus is the SME market – nevertheless I do believe the Maps are highly relevant.

First, though, let it be said: there is no easy panacea, and in discussing how the Maps could help resolve some of the problems we need to bear in mind that once conflicts start many non-rational obstacles arise – including intransigence and the need for victory – that go way beyond what might be construed as rational or constructive debate.

What, then, have the Maps to offer the Royal Mail? Before answering that question we need to identify what is the major ‘driver’ of the Royal Mail as an industry? There are three major drivers and no business/organisation can be equally strong in all of them: Time, Cost and Quality. It is manifestly obvious, for example, that we cannot provide products or services at the minimum cost, in the least time, and yet have the highest quality. In the case of the Royal Mail the key driver is Time – letters need to be delivered by the next day; Costs need to be controlled; and Quality is the least important driver of its core function. So 2 million letters a year go missing is OK; currently, depending on who you read, some 20 million letters are ‘lost’- but Quality is not the issue, so they can get away with that.

Imagine now the widget producer: speed of production (Time) is not the first driver, but second or third. Cost is the key issue – if one can produce the widget for a dime less than the competition, then one is in business.

Finally, take consultancy services as another sector: here the important driver is Quality – if it takes longer, costs more, so be it – but we want the best advice.

Now Motivational Maps depicts an interesting parallel universe with these three drivers. Basically, the nine motivators of work divide into three groups of three: relationship motivators, achievement motivators, and growth motivators. And these also in their hierarchical structure provide a speed and change index. People/team/organisations which have a predominantly relationship profile tend to be slower than the achievement set, who in turn are slower than the growth group. What does this mean? It means that the three drivers (Time, Cost, Quality) are precisely correlated with the three motivational groups (Relationships, Achievement, Growth).

The Royal Mail is not a client of mine and has not done a Map profile, but if we were to ask the question, What is Map profile of the Royal Mail? What would the answer be? Better still: what is the profile of the whole Royal Mail? The senior management team’s profile? The staff’s profile? And finally, and interestingly, what is the profile of the consultants who advise the senior executive?

I am certain we can predict the answers to these questions, which throws considerable light on the current problem. Read Part 2 of this blog next week!!

James Sale

SUNDAY MOTIVATION

I don’t like admitting I’m an addict – but the truth will out.

It’s Sunday morning, 4 AM, and I am staggering up in order to leave the house at 5 AM. We are scheduled to drive from Bournemouth to Newham Sports Centre – in North East London.

My wife has made this trip before and advised: don’t take the short route via the counter-clockwise M25 Dartford Tunnel. It’s murder, she says. Then again, trying to navigate across London in a ‘direct’ line is also fruitless and frustrating. So, go the best route: clockwise around the M25, circling the circumference of London. Come off at Junction 27, and then the Sports Centre is only a dozen or so miles away. This actually adds an extra 50 miles each way – but, I am sure you can imagine what you may miss by way of consequence.

Why am I doing this? Do my readers see me as someone on an intense fitness programme that requires work-outs in London? No, my son Joe is competing in the Under 20 BFA Foil competition and it’s pretty important to him that he achieves some result. Fencing (Foil) is like tennis in terms of ranking – you turn up, get points, these are added up, and over time you – hopefully – go up the rankings. Naturally, motivation is a core component of competitive sport.

But as I was saying, I am addict. You see, we left at 5 AM, having had a good breakfast, including a solitary cup of tea. I felt fine, but by the time I hit Southampton I was yawning. By the time I hit Heathrow I was positively drooping. I pinched myself, I drank water, and I attempted a mild form of acupressure with my right hand – my left hand firmly on the wheel. Nothing seemed to work – and then there was the South Mimms Service Station ahead.

I knew what I needed – the fix. One hot cup of Americano later and I felt alive and awake again; and partially ashamed! Yes, I have read “Caffeine Blues” - http://www.amazon.co.uk/Caffeine-Blues-Hidden-Dangers-Americas/dp/0446673919 - a searing indictment of the effects of coffee. But, I was in the now – and needed it now! The rest of the trip seemed a dream.

There is a theory I am developing here: every one of us has one ‘fix’ we cannot do without. Or what might be termed, my Sunday Motivation.

James Sale