Relationship between levels of motivation and levels of goals 1. Low Motivation & Low Goals: The Unengaged Slacker Characteristics: Minimal drive paired with low ambition. Operating in apathy or burnout, putting in just enough effort to get by without clear direction. Risk: Stagnation, disengagement, and long-term skill atrophy. Tip to Improve: Focus on identity micro-wins. Do not worry about big ambitions yet. Pick tiny, friction-free daily habits (e.g., 5 minutes of focused work per day) to build momentum and rebuild trust in your ability to execute. 2. Low Motivation & Medium Goals: The Procrastinator Characteristics: Has reasonable targets but lacks the internal spark to execute regularly. Often relies on external deadlines or panic to start moving. Risk: Chronic stress, last-minute rush work, and inconsistent quality. Tip to Improve: Design str...
The Razor and the Organisation: Sharpen the Blade, Value the Hand While shaving regularly, I sometimes forget to change the razor. Once, while shaving in the morning, I found myself pressing the razor harder. When I looked in the mirror, I saw it wasn't a clean shave, so I decided to use a new razor the next day. The next day, while shaving, I failed to realise that it was a new razor. I applied extra pressure and ended up bleeding from a cut. I smiled at the sight of blood and told myself that I should have been mindful about the new razor. Reflecting on the cut, I saw a parallel between the razor and people in an organisation. But the old razor is not simply a person who has served for a long time. Tenure or age alone does not make a person dull. A person becomes like a blunt razor when their skills are not refreshed—when there is no upskilling, cross-training, feedback, or room to grow. At some point, they simply keep doing the job and derive no pleasure from it. Some orga...