Can everybody succeed in personal and business life? What exactly is success? Which factors lead to it? How can managers motivate employees to do their best in a way that will contribute to the company's and their personal growth the most? The well-known Slovenian sport psychologist will try to answer these questions, based on case studies of successful athletes from region.

1. THE
DETERMINANTS
OF:
prof.
dr.
Matej
Tušak,
matej.tusak@fsp.uni-­‐lj.si
SIRIUS
AM
d.o.o.;
Portorož,
2012
University
of
Ljubljana,
Faculty
of
sport
www.matejtusak.si

2. MOTIVATION
AND GOALS
GOOD COMPETENCE
LEADERSHIP
SELF-
TRUST
SUCCESS CONFIDENC
E
TEAM WORK
SELF-
EFFICACY
COMMUNICATION

3. SUCCESS
IN
SPORT?
BUSSINESS
AND
SPORT
Stories
of
success
Failures
in
sport
Learning
from
mistakes
Mistakes
as
a
possibility
to
grow
Searching
for
new
ways
Sport
as
a
baSlefiled
CompeVVon
as
a
polygon
for
tesVng
ways

4. STORIES OF SUCCESS

5. HOW
is
your
MOTIVATION
ORIENTED?
• TOWARD
ME
OR
TOWARD
COMPANY
• INTERNAL
OR
EXTERNAL
MOTIVATION
• PROGRESSIVE
OR
HOMEOSTATIC

6. WHAT
IS
MOTIVATION?
• THE
POWER,
STRENGTH
AND
ENERGY
• THE
REASONS
WHY
!
• DIFFERENT
SOURCES
OF
POWER

7. MOTIVATION
SITUATION
INTERNAL
TRIGGERS
mo#va#on
NEED
GOAL
EXTERNAL
TRIGGERS

8. SELF-­‐
MOTIVATION
• Self-­‐
discipline
• Ability
to
control
moVvaVon.
• The
ability
of
the
preparaVon
and
moVvaVon,
without
external
incenVves,
control
or
coerce.
• Successful
people
have
high
self-­‐moVvaVon
and
ability
to
disposal
needs.

9. SELF-­‐DISCIPLINE

10. MOTIVATION
=
SELF-­‐EFFICACY
x
GOAL
I
like
to
do
what
Progress
and
I
am
good
at.
achieving
goals.
Raising
moVvaVon
Raising
self-­‐moVvaVon
Raising
perseverance
Goal
se^ng

11. SELF
EFFICACY,
SELF
CONFIDENCE
• Who
am
I?
• What
I
want
to
be?
• Self-­‐esteem
as
a
filter
• I
am
what
I
see
and
I
see
what
I
want
to
be.
• Am
I
a
strong
lion
or
a
small
kiSy?
• Am
I
a
winner
or
a
loser?

12. SELF
EFFICACY
Person’s
belief
that
he/she
is
able
to
do
some
acVvity

13. LET
US
START
WITH
REASONS
AND
IMPORTANT
FACTORS
OF
SUCCESS
• TAKE
A
LIST
• WRITE
DOWN
MAIN
REASONS
WHY
YOUR
DEPARTMENT
HAS
PROBLEMS
ACHIEVING
CHALLENGING
GOALS
AND
DIFFICULT
TASKS
OR
WHY
YOU
DID
NOT
ACHIEVE
SOME
IMPORTANT
GOALS
IN
THE
PAST?
• 1.
______________________
• 2.
______________________
• 3.
______________________
• 4.
______________________
• 5.
______________________
• 6.
etc.
___________________

14. LOCUS
OF
CONTROL
• Locus
of
control
refers
to
an
individual's
percepVon
about
the
underlying
main
causes
of
events
in
his/her
life.
• A
locus
of
control
orientaVon
is
a
belief
about
whether
the
outcomes
of
our
acVons
are
conVngent
on
what
we
do
(internal
control
orientaVon)
or
on
events
outside
our
personal
control
(external
control
orientaVon).
• Do
you
believe
that
your
desVny
is
controlled
by
yourself
or
by
fate,
god,
or
powerful
others?
• Do
you
believe
that
you
are
responsible
for
your
results
or
some
else
is?

15. In
general,
people
with
an
internal
locus
of
control:
• Engage
in
acVviVes
that
will
improve
their
situaVon.
• Emphasize
striving
for
achievement.
• Work
hard
to
develop
their
knowledge,
skills
and
abiliVes.
• Have
a
more
parVcipaVve
management
style.

16. GOALS
THINK…
• Do
we
really
know
what
are
our
goals?
• What
do
we
want
to
achieve
in
life,
profession,
business,
the
company?

17. GOAL
SETTING
Behavior
directed
to
the
goal
=
mo#va#on
GOAL
• Allows
a
systemaVc
decision-­‐making
about
what
we
want
to
achieve.
• Easier
focus
and
concentraVon
• Se^ng
long-­‐term
goals
allow
long-­‐term
vision
and
enhances
moVvaVon
• Montoring
progress
• A
lot
of
people
do
not
know
what
they
want
and
what
their
long-­‐term
goals
are.

18. LONG-­‐TERM
GOAL
SHORT-­‐TERM
GOALS
SHORT-­‐TERM
GOALS
A
common
problem
is
to
put
a
final
SHORT-­‐TERM
GOALS
goal,
while
forgetVng
operaVonalize
the
strategy
to
SHORT-­‐TERM
GOALS
achieve
it
or
not
set
process
goals
which
are
most
important
to
reach
the
long-­‐term
goal.
SHORT-­‐TERM
GOALS
SHORT-­‐TERM
GOALS

19. S- SPECIFIC
M- MESURABLE
A- ATTAINABLE
HOW
TO
SET
GOALS?
R-RELEVANT
T- TIME-BOUND
E-EVALUATED
R- RECODED

20. ENJOYING,
HAVING
FUN

21. TEAM
WORK

22. ANALYSE
TEAM
MEMBERS:
-­‐ DO
WE
REALLY
KNOW
THEM?
-­‐ DO
WE
EVALUATE
THEM
POSITIVE,
SUBJECTIVE,
BETTER
OR
WORSE
THAN
US?
-­‐ DO
WE
COMMUNICATE
WITH
THEM
ENOUGH?
-­‐ IS
THIS
PERCEPTION
EFFECTS
ON
OUR
COMMUNICATION
WITH
OTHERS?

23. TEAM
DEVELOPMENT

24. R
TEAM L.U.
O
Z
S
L.
M. R
D P K
H
B.J.
P
N B
F

25. TEAM
ROLES
Every
good
team
requires
all
roles.

26. EVERYTHING
STARTS
WITH:
COMMUNICATION

27. COMMUNICATION
CONSIST
OF

28. COMMUNICATION
SITUATION
EmoVonsà
communicaVon
ß
EmoVons
Roleà
ß
Role
PosiVons
à
ß
PosiVons
Experiencesà
ß
Experiences
Knowledgeà
ENCODES
ENCODES
ß
Knowledge
Skillsà
ß
Skills
Environmentà
Verbal
ß
Environment
Non-­‐verbal

29.
EFFECTIVE
COMMUNICATION?
CriVcally
evaluate
the
content
and
the
way
you
communicate

30. ASK
OURSELVES
• What
is
my
communicaVon
goal?
• What
do
I
want
to
say?
• What
do
I
press/
message?
• Does
my
listener
understand
me?
• Could
he
understand
me
otherwise?
How?
• What
a^tude
I
show
him
with
my
message?
• Did
I
reach
my
goal?
Did
I
cause
with
the
communicaVon
goal
any
other
"side
effects"?
• Could
I
tell
in
any
other
way
and
reach
the
same
goal?

31. NOT
JUST
SPEAKING…
…WHAT
ABOUT
LISTENING?
• Good
listening
is
a
skill
that
needs
to
be
developed,
it
is
the
result
of
hard
work.
• When
we
listen
to
someone,
we
show
respect.
• People
who
can
not
listen
to
the
others
soon
become
boring,
unpopular,
and
also
osen
misunderstood
other.
„Every
good
conversa#on
starts
with
good
listening.“

32. The
strategy
of
conflict
resoluVon:
two
dimensions:
-­‐
the
relaGonship
to
others
and
-­‐
the
realizaGon
of
the
goal.
COMPROMISE
CALMING
DOMINANCE
FLIGHT
CONFRONTATION

33. MANAGER AND HEAD COACH – EMOTIONAL
INTELLIGENCE

34. DO
WE
WANT
THIS?

35. MANAGER – LEADING AND PACING
- ROLE MODEL

38. NEVER
EVER
FORGET
THAT
COMMUNICATION
IS
BASIS
OF
RELATIONSHIPS.

39. Personality
Self-confidence
Emotional stability Motivation
Stress tolerance Values
Dominance Intelligence
Personal maturity
LEADER
Skills
Power of persuasion Intuition
Masculinity High motivation

40. IF YOU HAVE DESIRE, IF YOU HAVE GOALS,
PASSION AND GOALS, YOU ARE ACTIVE AND
BUT YOU DO NOTHING YOU DO NOT HAVE
THAN YOU ARE JUST PASSION AND
DREAMING. DESIRE, THAN YOU
ARE ONLY AVERAGE.
IF YOU HAVE DESIRE IF YOU HAVE DESIRE AND
AND PASSION, AND PASSION; YOU ARE ACTIVE
YOU ARE ACTIVE, BUT AND HAVE CLEAR GOALS,
YOU DO NOT HAVE YOU ARE ON RIGJT WAY
VISION, YOU DO NOT TO SUCCESS.
KNOW EXACTLY
WHERE ARE YOU SUCCESS
=
DESIRE
+
VISION
+
GOING. ACTION

41. IMPORTANT
TO
REMEMBER:
• Role
of
goal
se^ng
and
moVvaVon
• I
am
what
I
see
and
I
see
what
I
want
to
be
• MoVvaVon
=
self-­‐condidence
+
goals
• We
like
to
do
what
we
are
good
at
• We!
are
responsible
for
our
results
• Team
roles
and
team
work
lead
to
success
• Way
of
good
communicaVon
is
important
• Role
of
listening
• Who
is
a
good
leader
and
how
to
lead
• SUCCESS
=
DESIRE
+
GOAL
+
ACTION

42. A KEY TO REMEMBER:
EVERYTHING IS POSSIBLE

44. FORMULA
OF
SUCCESS?
Everything
is
easier
if
you
can
see
the
whole
picture
first.
(Dryden,
1999)
SUCCESS
=
DESIRE
+
VISION
+
ACTION

45. Thank you for your attention…