Motivation is the fuel that drives us forward towards success, but to achieve our full potential, we need to know what truly motivates us. By harnessing our unique motivations, we can unlock a new level of success and fulfillment in our personal and professional lives. In this episode, Brian Trazkos explores how motivation can be the key to unlocking your next level of success. As a leader and consultant, Brian has extensive experience working with businesses and individuals to identify their unique motivations and leverage them for success. He shares insights on the Motivational Map assessment tool and how it can help individuals and teams better understand what drives them. Brian offers practical tips and strategies for harnessing motivation to achieve your goals. Tune in to learn how your performance can be affected by motivation and how you can use it to drive your success to the next level.
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Harnessing Your Motivation For Next Level Success With Brian Trazkos
I brought this guest back because when we had him on before, it was so phenomenal. I know there’s so much more that he helps leaders with that I wanted to bring him back and share some more juicy information with you. I have back with me, Brian Trzaskos. Just as a refresher, I’ll read you a little bit of the alphabet to share a little bit about Brian with you.
Brian Trzaskos, PT, LMT, CSCS, CMP, MI-C is a Cocreator of Sensation-Based Motivation Coaching, a somatic, trauma-sensitive methodology, and has extensive experience in diverse clinical settings ranging from “cutting his teeth” at the world-renowned Craig Hospital for TBI and SCI Rehabilitation, to operating his own integrative wellness center in Upstate New York. Brian, I know I botched that, but welcome.
Thanks. It’s so great to be here again. Thank you very much for having me. It’s so fun to be with you.
The last time we got together, we talked about stress, trauma, sympathetic, parasympathetic, and how it affects us throughout our day in how we react and respond to our daily lives and the stresses in our lives. In this episode, I wanted to not necessarily continue that particular conversation because we covered that so well.
I want to talk about another part of the work that you do with leaders and with businesses around this assessment that we use called the Motivational Maps. I find it so fascinating. I brought you back on because we didn’t get a chance to touch on that, and it’s so important. Can you share with everyone what the Motivational Map is, and what is it assessing?
The Motivational Maps is an assessment. Just like you’re saying, how you take an assessment for Kolbe, StrengthsFinder, or something like that. It’s that kind of assessment. You’re an expert in this, Alicia. It assesses the parts of the brain and how the brain functions. We have the cognitive part, conative part, and affective part of the brain that functions. Motivational Maps primarily addresses and looks at the affective part of the brain. However, it has been designed via three other concepts and theories.
The Motivational Maps basically is an amalgamation of Maslow’s hierarchy of needs, Schein’s career anchors, and the Enneagram work. The Enneagram work is about cognitive and personality type traits and assessments. That also informs Motivational Maps as well. You do get affective and cognitive. Some personality cognitive traits get picked up in that as well. There’s a little bit of conative, not nearly as much as Kolbe functions, which you’re a Kolbe expert. I’m always interested in how Kolbe and Motivational Maps work together.
They play well together.
It’s fun to look at that in a lot of ways. Motivational Maps has been the affective part of the brain, measuring that part of the brain, which is cool because it can change a little bit. We do see changes in the assessment in a couple of ways primarily. Number one, we’ll see the assessment change over time. If someone has a big life change, you’ll see changes in what’s important to them and what motivates them differently.
For instance, you have a baby. All of a sudden, your defense moves up or your defender moves up.
Security becomes more important for you. Our motivations can change based on our environment and life. Life circumstances can change our motivators as well. A lot of the work we do with people, we work with someone who’s maybe not fully satisfied with what they have going on in their world. They’re feeling de-energized and demotivated. Maybe they’re even getting sick. Those kinds of things are coming up.
We do the Motivational Map assessment, and then we look at it and say, “How does what’s important to you motivationally match up with the environment that you’re in and with what you’re actually doing?” You have a choice. Sometimes the choice is to find a different environment. Sometimes people are like, “I’m not fitting in here and I need to move on.” Other times, they say, “I really want to be here.”
For those people, we can help them consciously shift and change what motivates them. Just tweak it slightly so that they have more energy by doing some perceptual coaching around that and some deeper motivational coaching. The cool thing about the Maps is it can both be a marker for how people change over time consciously, and/or when their environmental life changes over time, how it affects them motivationally. The dynamics of the tool are cool when you understand that that’s built into the affective world that people live in.
It has so many practical purposes. I’m going to ask you about the practical uses of it in a second, but I wanted to frame it because you mentioned cognitive, affective, and conative parts of the mind and how that fits into it. Kathy Kolbe who was the theorist behind the Kolbe Method theorized how our brain solves problems and strives when we’re striving to do something.
To look at how that theory plays out, motivation is the first part of any problem-solving and striving action that your mind goes through. It’s either intrinsic or extrinsic, but it has to start with motivation. This is why I love Motivation Maps so much. Now we understand what are you motivated by to even start the process.
Motivation is powerful, too, because even though we have that process, motivation can be so strong that it’ll override every other process that your brain goes through. You can go from motivation straight to action, and not even think about what you’re doing. If a bear is chasing you, you don’t have to stand there and think. You don’t have to go through the thought process of, “What do I do next?” You’re just going to run.
You’re just going to do it, whether it ends well or not.
It could be so powerful. Of course, we’re not always in bear-chasing extreme conditions in our lives, but to understand what motivates you the most so that when that shows up, other things fall by the wayside. At the end of the day, you’re wondering, “What did I do? It’s because I was motivated by this. I push everything up off to the side.” That’s an important part to understand how that whole process works.
I talk about that in a lot of other places that you can go. If you go to our YouTube channel, you can check that out. You’ll see I talk about the three parts of the mind and the actual process that the mind goes through using all three parts. Tell me something as a leader. I’m a leader in an organization, how does understanding these motivators help me with my team? What do I need to look for? How does it help me?
If we go down to the foundation basic level for a second, motivation is about energy. Motivation by definition is the reason we move. It’s the reason we do something. It’s our motive and reason for moving. It all really has to do with energy. When we’re highly motivated, we have a lot of energy. When we are demotivated, we experience less energy.Motivation is really about energy. The reason we move, the reason we do something. Click To Tweet
Most leaders would agree that when their teams have high levels of energy, that’s a prerequisite for getting things done and better performance. It doesn’t matter how smart somebody is or even how much they care about the work they do. If they don’t have energy, how well are they going to perform? Energy is like a prerequisite for being productive, successful, and able to engage.
From that alone, you think about leaders wanting fundamental things. Maybe they expected naturally in their people. That’s probably not a reality that it’s going to naturally show up for folks. Especially, look at the levels of disengagement that are historic over time with a high percentage of people disengaged in their work. Those numbers are climbing pretty dramatically.
There’s more disengagement. We can no longer think that people are going to show up to work and be energized or motivated. The very first thing we have to understand as leaders is, if we’re obviously looking at our folks and they don’t have enough energy, how can we help them have more energy? Now, that has been incumbent on the leaders and on the organization to help their people do that.Leaders have to think about how they can give their people more energy, and therefore more motivation. Click To Tweet
I love that you talk about energy. One of the reasons this plays well with Kolbe with the conative assessment too is because the conative assessment also helps you manage your mental energy because that’s your instinct. Your mental energy flows through your instinct. Understanding what your mental and motivational energy is, helps you do your best work. At least I think so. That’s my point.
That’s a fundamental feature of being able to be productive in life. It’s to have enough energy to be productive in life.
When you understand where it’s coming from, at least I’m the type of person that, when I have a why behind something, I understand the process of something. It makes it so much easier to function in it, “That’s why this is happening. Maybe I shouldn’t do it that way. Maybe I should do it this way.” Get the best and the most out of it. Get a second squeeze of that orange.
Leaders can benefit from using this tool with their teams, quite frankly. The Motivational Map is measuring what we call the full spectrum of motivation. The full spectrum of motivation is when you understand the order of importance of someone’s motivators and the intensity of each motivator. How intense is that importance? How important is that for the person or how unimportant it is for the person, too, quite frankly? You need to know all of that.
Also, inherent in these nine motivational elements that the Maps measure, there is inherent conflict within some of those motivators. Some of those motivators don’t play well together. Someone could be having an internal conflict. It can also be showing up in the team if one person has one high motivator that doesn’t play well with another motivator. Oftentimes, people say that folks have personality conflicts.
“That person rubs me the wrong way.”
We see them as motivational conflicts rather than personality conflicts. It’s not necessarily, because personality is like there’s this hardwired thing in me that butts against a hardwired thing in you. When we come from that perspective, we close off the possibility of changing it. If we’re looking at it from a motivational conflict, motivation is changeable. When we start understanding what motivates somebody else and what motivates you, when you can look at both those things, you can say, “That’s why we’re both rubbing against one another.” It’s because you understand the conflict.
One more thing we’re measuring, too, is how well the environment reflects your motivators. In other words, you could know all of your motivators well. However, if you’re in an environment that does not accept or feed your motivators, you’re going to be demotivated. You can’t let that environment piece go because we don’t live in bubbles.
We have to again match up, “Do my motivators match my environment?” whether it’s a work environment, home environment, or social environment, whatever it is. We’re measuring those four things. You have to know all four of those things to help people understand what the drive of their energetic life is. When a leader understands one of their person’s motivational elements, then they can specifically communicate to that person via their motivators, which is very motivating for somebody. Apparently, someone feels seen, heard, and valued. You’re taking the time to talk to them through their motivators, in that way.
What you said about the environment is so true because as a searcher spirit, all the way up that they’re tied for the first, I knew I couldn’t work for anybody. I cannot be in an office environment every single day in a cubicle. That was not the right environment for me to be in.
You need to do your own thing on your own time, carving your own path, and doing it in a way that makes a difference for a lot of people. To be constrained by that, you’d feel like you’re hamstrung, you got reins on you, or you’re in a straitjacket or something like that. It’d be very demotivating for you. It’s probably very frustrating, too, to be in that type of environment.
A hundred percent, because then the creator is the next thing. Somebody’s telling me to do this, this, and this, and I don’t have any creativity within it. Now, when I layer Kolbe on top of that as a quick start, I know we’re starting to talk all kinds of gibberish to people who don’t know Kolbe or motivational map. I’m going to get to that. What are the motivators? Before I do that, I wanted to ask you, are there any socioeconomic, gender, or race category that are patterns within these motivators? Has the research shown any commonality in those things?
I haven’t seen any research necessarily from socioeconomic strata around that. A lot of the research has been broken down by occupation. Certain occupations will show up with certain motivational profiles. Whether they’re CPAs, in healthcare, entrepreneurs, executives, and entrepreneurs. That’s where a lot of the research has been broken down by occupational types.
The reason I ask that is that some people will have their resistance to assessments because of. a particular socioeconomic, but most of them sure are cognitive assessments. I wanted to make that clear that this can be used in a DEIB scenario. It does not discriminate based on socioeconomic, race, gender, or age. It’s, “What are you motivated by?” It’s the same thing with Kolbe. There are no distinctions there that you can say, “This particular group measures this way and this group measures that way.” There’s no bias.
This is a self-reflective tool. There’s no comparison to anybody else when you take this tool. It’s looking at your motivational patterns. We’ve had several people we’ve worked closely with. They’re DEI professionals who’ve taken the assessment and loved it. They said, “What an amazing tool for us to use in our work.” They’ve had us partner with them to bring this measurement into their DEI work and they’ve enjoyed it. They felt like it reflects the individual well and accurately in that way. We’ve been pleased with the reception that we’ve had.
We’re so multifaceted. You can’t just take one assessment and think that you know who that person is because when we show up, we have all these nuances to ourselves. That’s why I love taking multiple assessments because it shows up in different ways. As a leader, I feel that I understand myself even in multiple ways. I wouldn’t say, “I don’t want to take this assessment because I’ve already taken this assessment.”
It’s about understanding what that assessment measures and why you want that data from that assessment. How is that data going to be used to improve what you’re doing? Don’t be resistant to assessments. It depends on what you’re trying to measure and how effective you can be with the data after the fact. Let’s talk about what these motivators are.
Again, you take the assessment and you answer a bunch of questions. After you answer all these questions, it goes into the magic Willy Wonka machine kind of thing, and out pops all these answers. The answers are categorized into three primary clusters of motivation first. The three primary clusters are the relationship cluster, the achievement cluster, and the growth cluster.
The growth cluster signifies that someone is about growth. They’re about becoming better than they are now. This is about the individual being motivated by them becoming a better self, them becoming improved, and them becoming deeper knowledge-based, those kinds of things. Bringing me your freedom and impact are important if the person has a high growth motivator cluster.
The achievement cluster is about living in the present moment, overcoming challenges, meeting goals, meeting deadlines, and getting the work done. As far as a timestamp is concerned, growth is about the future, the achievement is in the present, and relationship is about the past. Relationships are built on familiarity, belonging, and connection. People who have a high relationship motivator are going to be energized by deeper and more fulfilling connections that happen to be interpersonal with people.
Whether you’re introverted or extroverted, this has nothing to do with that. Whether you’re introverted or extroverted, do you crave deeper relationships with people than just a surface relationship?
There’s no right or wrong, good or bad, up or down with taking any of these assessments at all. In fact, when we work with people, we say, “Our goal is to help you understand your motivators so that you can create the environment in life that motivates you and to have permission to step into your own motivators, rather than trying to change what motivates you.” Everybody’s tried to do that. We try to change ourselves. We’re miserable and we’re not motivated. They wonder why I can’t change and I want to beat myself up for it, all those kinds of things.Create the environment in life that motivates you rather than trying to change what motivates you. Click To Tweet
What we really do is say, “This is you. This is what motivates you and gives you permission to step into that.” As far as being confident, because we’re here talking about audacious confidence, I’d love to hear your thoughts on this too. What I think about is, an element of being authentically confident is stepping into what motivates you. Those both work together. They live together.
I did mine twice. I’ve done it in consecutive years just to see because I was working on some stuff to see if I was able to bring up some motivators. My top three didn’t move at all. I’m always going to be a searcher, spirit, and creator. Those top three, that’s it. My bottom three did shift a little bit, but they stayed in the bottom three. The middle three shifted a little bit, but they stayed in the middle three.
I’m pretty consistent in how I’m motivated but it also gave me permission. This is one of the things that assessments help build your confidence with because it gives you permission to be you. I don’t have to try so hard to be a star, for instance, that’s in my bottom three because I’m not a star. In my own mind, I’m a star.
I don’t have to be motivated by getting accolades, getting attention, and being the center of attention. I’m not motivated by that. I’m motivated to make an impact, to have freedom, and to create things that help other people. As long as I stay in my lane and I keep doing that, then the other things will show up.
That gave me the freedom to say, “Impact is my thing. Let me keep making an impact.” That’s what fuels me. That’s what brings me joy. That’s why I do these shows because I want to bring the information to impact other people’s lives. When you do some of these assessments, it’s giving you the freedom to be you.
I love the idea of permission-giving. You can say, “This is me, and I’m going to live that way.” Back to the motivators, there are three clusters and there are three motivators in each cluster. There are nine motivators overall. Here’s the thing. We all have all nine. However, they’re in different orders of importance, different degrees of intensity, different levels of opposition, and different levels of satisfaction.
When you look at it that way, there are over 2.5 million different outcomes for the Motivational Maps, they’re pretty nutted down and individualized if you take the assessment sincerely. If you go through it and you show up as you are, the assessment is going to be pretty accurate in terms of what motivates you. There are three motivators in each cluster.
In the relationship cluster, we have the defender, the friend, and the star. Think about it like this first. For each one of these elements, if the environment is present for that person, they’ll have more energy. The defender is motivated by security, predictability, and instability. That’s what that element means. Theoretically, if someone had a very high defender motivator, they would love working on an assembly line. Is that totally true? No, but let’s just use a stereotype to help set the stage for what this means.
When a person with a high defender walks into the environment, it’s predictable every day. They love it. They have so much energy. They feel more energized. They feel more alive. It’s exactly the same. I came in. My cup was in the same spot. My desk looked exactly the same. I know I’m going to have a phone call at 11:00. I know I’m going to have a phone call at 12:00. They know everything that’s going to happen all day long. Every day, day after day, they get more and more energized.
For the opposition, “I’m starting to break out in the sweats just hearing you say that.”
For the defender motivator, that’s real. That would give them more energy to have that highly stable and secure environment, to have a paycheck they know is coming every month. They know everything’s happening. The friend motivator gets more energy from being in an environment where there’s a strong sense of belonging, like of tribe and deep connection. That’s about the friend.
The star motivator gains energy from being recognized, from having status, from prestige, and those types of things. That’s the relationship category. In the achievement cluster, we have the director motivator. The director gains motivation from having more responsibility. We like to say that the director is like the quarterback on the field. They love to know where everybody needs to be. They love to tell them when to go there. They love holding the clipboard and keep a track of everybody, “You got to do that differently.” More responsibility, more influence, and more power.
It’s the conductor of the orchestra.
Those people are more energized with the more control that they have. The builder motivator, which is also in the achievement thread, is motivated by affluence. Money is a form of affluence, but also, rich experiences. It could be flying first-class, first-class lounge, a luxury car, the best mountain bike, or it could also be cash. If there’s something affluent about it, the builder really loves it. They’re motivated by affluence. The next one is the expert. The expert is motivated by mastery, skill, specialization, deeper knowledge, and those kinds of things. That’s the achievement group.
The growth cluster, which apparently is your top three. You’re all growth. You have the creator. The creator is motivated by innovation, changeability, and coming up with new stuff. I always think about it like Steve Jobs was probably a very high creator and a strong innovator. You have the spirit. The spirit motivator is like, “Don’t tell me what to do.” They’re trailblazers and pioneers like, “I’m going to do it my way.” It’s about autonomy, freedom, and self-independent thought. That’s the spirit. Finally, the searcher. The searcher is motivated by making a big impact on other people’s lives. Meaning and purpose are important for searchers.The searcher is motivated by making an impact in other people's lives, making a big impact for other folks. Meaning and purpose are really important for searchers. Click To Tweet
Those are the individual motivators in each group. When I share those nine motivators with people, there are probably people tuning in right now that say, “I know what mine are and I know what somebody else is.” I want to put a pause button on that for a second because the research is pretty clear. At conferences, we’ve done like, “Guess what yours are and what do you think they are. Put your hand up, and then reveal them. Put your hand up again with hundreds of people.”
Here’s the thing. Less than 20% of people can accurately predict their own top three motivators. Less than 5% of people can accurately predict their own top three motivators in order. It’s not only that only 20% of people know themselves well enough to pick their top three, but way less than that can pick them in the right order.
We show up differently too, sometimes. You can’t predict someone else’s motivator based on just observation of their behavior all the time. Sometimes we show up based on the environment, not necessarily based on what we’re motivated by.
It gets pretty complicated or complex when we start thinking about it. Here’s the other thing, too. If you don’t know someone else’s motivators, humans, by default, will project our motivators onto them. They will project their motivators onto it. Say, you’re a high searcher, so meaning and purpose are important to you. You might meet somebody or you’re working with them, and you’ve already projected meaning and purpose on that that must be one of their high motivators.
If it’s not, and they’re behaving in such a way where they don’t seem to be motivated to make an impact for other people because they’re not motivated by it, and there’s no right or wrong for anything. What we’ll do is be like, “What is wrong with you? Aren’t you motivated by impact?” We project it onto people.
I have to tell you. I have a relationship in my life. I’m not going to say who it is, but it’s not you. You just caution not to do this, but I’m doing it as an example because this person is very stable, predictable, and like things that way. I’ve known them for more than half my life. I’ve spent a lot of time as a searcher spirit, “What is wrong with you? How do you not see this?” It’s because I’m all growth. I believe this person is all relationship. I need to have them do that and see. I have to do it in a subtle way, “Why don’t you take this assessment?”
“Let’s try this one. I got a present for you.”
Just to confirm whether or not their top defender is within their top three.
The cool thing is that when you see that, you’re like, “That makes sense.” All of a sudden, we accept it because it’s like, “There it is. That makes sense.”
We accept it. I saw them in black and white, and I’m like, “That makes perfect sense. Now I understand why.” It’s the same thing with Kolbe when we show people why there’s conative conflict. It doesn’t have to get into personality. We don’t have to get into being offended by it or into thinking something’s wrong with them or us and get into the blame game. We’re just dealing with this issue and we can deal with this issue now, cognitively making sense. We can have this cognitive conversation that doesn’t get into the personal and the feelings.
We can look at it objectively or much more objectively that way. It’s almost like we’re taking this piece of paper and putting it out here. It’s almost like, “Let’s look at the piece of paper. Let’s look at the people on paper.” You’re the people looking at them, but somehow it removes it from the personal. You can say, “How can we work together with these motivational elements or with the Kolbe elements as we’re looking at it?” We found that so helpful.
How can I borrow some of your friends that I don’t have to help me build better relationships with customers? If you’re a salesperson and you have a low friend motivator, then find someone with a higher friend motivator on the sales team, then you can say, “How do I follow up better? How can I advance this relationship?” Get tips from people who have that as a natural motivator, if you don’t.
For leaders, that’s the most important thing to understand when you do some of these assessments with the team. For people to understand each other on a much deeper level so that we can work in community together. I can ask you to help me here where I have less of that energy so that I’m not depleting my energy trying to do this and getting frustrated by it.
You’re making such a great point here, even when it comes to sales teams. This is so great on teams because when you do have a diversity of motivators on your sales team. If you have one person that has a high relationship driver, most sales teams have high affluence which is a marker for a sales professional. Sometimes people do these assessments before they bring new people on to see where they are. If you have a team and one person is a high relationship motivator, that person is going to be motivated to cultivate long-term relationships with the clients and prospects.
If you have somebody else on the team who has a high expert motivator, they’re going to be motivated to educate the people. The relation motivator might not be interested in educating. They might be interested in taking them out to dinner and talking like, “How’s your wife? How are your kids doing? What’s happening with the dog?”
Some of the high experts can be like, “I want to educate them on our new product lines.” When you understand that, you can start to ask people on your teams more specifically the roles that they’re motivated to do. That’s the way you make a team operate as one organism because you’re differentiating the tasks based on what motivates them. Everybody’s more motivated, everybody’s happier, everybody’s more engaged, and they’re not doing the roles that they don’t want or feel fit to do.
It drains them. My friend is really low.
You’re a good friend, though.
Those of you who are my friends, I love you all. This is why it’s hard for me to sit and text everybody, “How are you doing? What’s going on?” You know the journey I had been through in my health. When I got a particular result, I’m sitting there, thinking, “Who else do I have to tell?” I spend the whole day trying to remember who I need to let them know about this thing. That was a task for me to do.
I always used to think when I would do something extraordinary. When I started booking myself on TV, I’m like, “Why wouldn’t I make relationships with the producers?” I would feel like I’m bothering them and not call and see how things are going. It’s not innate in me to make these relationships. I need to work on that, but I also understand why I’m not motivated to do it. I know why I’m not motivated to do it, and I understand that I have to make the effort to make relationships with people. It’s not because I don’t love people. Just so you know, it’s not because I don’t love you.
It’s draining energetically for you. It totally takes energy. I get the same thing. If I send you a text and say, “Tell me all about how you’re feeling,” I’ll just get a thumbs-up back from you. “How are you doing?” Thumbs up. That’s what you’re going to send back, just a thumbs up. It’s not going to be a long dissertation about all this stuff because you have enough energy to send a thumbs-up. That’s how I am. If people ask me like, “How’s it going on?” I give a thumbs up. They’re like, “That’s all I get?” I’m like, “Yeah, that’s all I have energy for.”
If you call me, I get on the phone. We’ll have a conversation and stuff, but most of the time, I have to try to remember, “I need to call this one.” When I remember it, I try to do it right away. Otherwise, it’s gone. I get into my day and it’s completely gone. I try to be more cognizant. I am working on being more responsive and reaching out. That’s why social media is good though. I get to post something or watch what someone else is doing and give a heart or a thumbs up. That’s easy for me to do. I stay connected.
One of the cool things when we look at the motivators, especially what we call the executive summary is the relationship between the clusters, growth, achievement, and relationship. When we look at all those and where they line out, we can tell some pretty cool things. Number one, we can tell how much energy is it going to take for someone to make a tweak.
If it’s going to take too much energy to make a tweak, that’s going to be demotivating. We can say, “It’s going to be better for you to bring somebody onto your team that has that as a high motivator to fill in for you.” That’s what we’ve had to do on our team because both Ani and I have pretty lower relationship motivators. We love people. We love educating. We love making a difference.
You love making deep relationships with people. You just don’t remember to call them.
It just takes energy to do it. The thing I always like to joke is, I’m the kind of person who thinks about people on their birthdays, but I never send a birthday card. That’s a high growth, caring, meaning, and purpose, but the energy to send it, my relationship driver is too low. We bring people on who have high relationship drivers that love taking care of people. It’s transformed our business in a lot of ways. That’s something we work on when we do with teams and leaders. We can say, “Is this something that you can tweak, or is it better to bring somebody on to help the team and your organization perform better to bring somebody on to do that who loves doing it?”
I would imagine healthcare workers are high in relationship motivators, the ones that take care of the elderly.
In long-term care, you’re going to see more relationship. Most healthcare workers are high searchers, of course. Also, the higher-up healthcare workers are high expert, as you would imagine. They become better at what they do. You’re right, long-term care folks have a higher relationship.
I said it wasn’t going to be this long, but I get to talk and time flies too fast. I love this conversation because like we said, the Motivational Maps. You guys are a handful of practitioners here in the United States.
We’re just 1 in 5 or 6 practitioners here in the states that are licensed to do this work.
That’s amazing. If you want to learn more about Brian, how can people reach you to know more about the motivators, or you can reach out to me, I’ll connect you.
That’s the best way to find us. It’s at MotivationBeyondMeasure.com.
Thank you so much, Brian. I’m not going to do the rapid-fire because we did that before, so you don’t have to repeat that. Thank you so much for this conversation. I love it.
Thanks, my friend. It’s so good to be here with you.
Leaders, go out there and lead yourselves, lead your teams, and lead your organization with audacious confidence. I’ll see you again on the next episode.
- Sensation-Based Motivation Coaching
- Motivational Maps Assessment
- YouTube – Alicia Couri
About Brian Trazkos
PT, LMT, CSCS, CMP, MI-C, is a co-creator of Sensation-Based Motivation Coaching, a somatic, trauma-sensitive methodology and has extensive experience in diverse clinical settings ranging from “cutting his teeth” at the world-renowned Craig Hospital for TBI and SCI Rehabilitation, to operating his own integrative wellness center in Upstate New York.
As a practicing physical therapist and student of eastern movement and meditation practices for 30 years, Brian is a nationally recognized expert for his work in training health and wellness leaders how to successfully address mental wellness, burnout, and chronic pain challenges with trauma-sensitive, somatic coaching practices. Brian is currently the President of NEW Health Inc. and director of education at the Somatic Coaching Academy. He earned his degree in Physical Therapy and Trauma Informed Organizations certificate from the State University of New York at Buffalo.
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