The modern working world is subject to constant change, characterized by changes, unpredictability, increasing complexity and multi-layered challenges. In this dynamic environment, new skills are essential in order to navigate it successfully. One of these crucial skills is mental agility, which is extremely important for both managers and employees. This ability makes it possible to react flexibly to changes without having to invest an excessive amount of energy in each new situation.

But what happens when difficulties arise after two decades in the company? When new projects take place without the usual knowledge and skills and motivation wanes?

The good news is that there are adjustments that can be made.

I like to use the FiRE model (Factors Improving Resilience Effectiveness) in coaching to help my clients reflect on attitude, mental agility and purpose. Based on various studies, this model suggests fields of action that have an influence on the current state and mood. In the following, I would like to introduce you to some of the approaches that coaches have found to be effective with the help of the model.

How do I view the situation?

It is important to consciously reflect on your own attitude towards new content and processes. A gradual change in attitude, for example from a critical to a curious perspective, can be helpful. This may be difficult at first, but it will become easier and easier - like a muscle that you train.

How do I view the situation?

It is important to consciously reflect on your own attitude towards new content and processes. A gradual change in attitude, for example from a critical to a curious perspective, can be helpful. This may be difficult at first, but it will become easier and easier - like a muscle that you train.

"Yes and" instead of "No"

Do you notice that you tend to react critically to announced changes and also recognize reasons why these are not optimal? In this case, constructive communication of criticism through the use of "yes and..." approaches can be helpful. It is advisable to carefully weigh up the investment of energy in issues that cannot be influenced. Use this energy where it makes sense.

When am I in the flow?

Recognize when you are really in the flow, i.e. when you feel energy being released during an activity. What do you do at such a moment? Identifying these activities that put you in a state of flow is crucial: is it possible for you to integrate these activities into your daily work routine more often? If possible, try to design the content of your work yourself as much as possible.

What drives me?

Various motivators drive us to accomplish tasks with more or less joy and energy. Why do I work? Common sources of motivation are, for example

• Recognition - It feels good to be appreciated and to feel your own effectiveness.
• Thirst for knowledge - Personal development through continuous learning motivates many people.
• Perfection- It can be a strong drive to bring projects, products and ideas to a good end result.
• Order - The transformation of seemingly chaotic situations into functioning order is perceived by many as a fulfilling objective.
• Status - The question of one's own position in comparison to others also often acts as a motivating factor to get more involved.
• Freedom - The opportunity to have or create freedom in one's work can be a strong motivator.
• Influence - For many, it can be satisfying to influence things and be part of a directional decision.
• Honor - The pride of being part of a particular development or a well-known brand is energizing.
• Connection - Finding a community where you feel comfortable can be very fulfilling.
• Meaningfulness - The opportunity to fulfill a purpose and deeper meaning in your job can be highly motivating.

What motivates you? What actions can you prioritize in your current job to more strongly fulfill your own motivators?

How am I positioned in the company?

Think about how you want to be perceived in the company, what you want to stand for and what values you want to be associated with. A case from my coaching practice illustrates how positioning can change over time.

A coachee felt left behind by many technical changes. His expertise had shifted and he was now perceived as a networker and connector. This clarity about his new positioning helped him to recognize his current strengths and become newly motivated.

In another case, a coachee positioned himself as a "fatherly friend and advisor". This means exemplifying values, being available to provide support and advice and looking after the well-being of the team - an important prerequisite for success.

It is important to clarify the following questions: What is your past positioning? Has anything changed? How do you want to be perceived today?

Are you motivated to motivate yourself?

Which ingredients can you use in the right dosage for your personal motivation recipe? Are you ready to implement your recipe? Imagine going to work full of energy, fun and motivation. How does that feel? Isn't it worth taking as many steps as possible in this direction?

The author

© Oliver Erbe

Oliver Erbe is a certified business coach and Associate Partner at Leadership Choices in Wiesbaden. With over 20 years of management experience in various international corporations, he now supports managers in questions of self- and team leadership.