Motivation during each experience

Motivation is an important determinant in why a person may pursue or avoid a particular activity (Locke & Schattke, 2018).

During the Haiti experience, my source of motivation was intrinsic based on the values and sense of responsibility that was inculcated in my earlier years. I saw people in need who needed help and I was duty bound as a human, a neighbour, a soldier and a leader. Regardless of what was happening around, my focus was fixed, and my satisfaction came from responding positively.

In contrast, for the IT manager experience, I struggled to find self-motivation to perform the task at hand. Internally, I had long concluded that my superiors failed to listen, lacked integrity and were not worthy of my efforts and therefore the task received a corresponding priority level. Despite their efforts to introduce external motivation factors, I was cold and uninspired. In the end, my personal sense of responsibility and leadership of my team marginally drove my actions. Through the experiences, I learned that my primary source of motivation is intrinsic.


Defining my “one sentence”.

The one sentence which embodies my attitude, my goal and my ambitions is: “Damion continually and consistently dedicated his life to making things better for himself and others with the belief that great things were never achieved from comfort zones”


A comfort zone symbolizes an imposed limit, a fear of the unknown, a mental resign, a compromise and conformance to a lower standard, a lack of learning and stagnated growth. Beaudoin (2013) describes his interpretation of comfort zones as a safe place where we accept the status quo that limits actions and imagination. He further describes it as imposed controls restrictions which appeases fears and erases any hint of empowerment to act.

My early years were less than ideal, and I suffered many humbling experiences which could have easily destroyed my self-esteem and any aspirations for achieving better. I made a conscious decision not to ever allow my circumstances to define who I am and consequently, made a commitment to myself that I will always aim for the best and to be the best.

Through this commitment, I banished comfort zones; I recognize no limits, harbor no fears of the unknown, will never give up mentally, will never compromise nor conform to anything substandard and will always be on a quest for knowledge and growth all for the purpose of contributing to improvements.



My “one sentence” as a catalyst for positive change.  

What this has meant and will continue to mean for me is that, for every organization or community with which I am associated, I have and always will continue to leave the grouping in a better state than when I got there. There is always room for improvement in processes, policies, structure and people. According to Cyr (1992), our current business reality is one where recessions, free trade and global competition are real and process improvement is far more than a cute buzzword; it has become an absolute matter of survival as both public and private sector organizations confront the urgent need to eliminate inefficiencies and do more with less.

Through my resolve to champion the introduction of technology for efficiency, removal of manual processing and an overall focus on measuring what matters, organizations and communities will continue to experience positive changes.


Rational for selecting my “one sentence” and what it means to me.

I have attempted to revisit my sentence numerous times in an attempt to revise, improve and expand it, but I have found that it accurately defines my purpose. It is general enough to cover every aspect of my life and existence, yet specific enough to communicate that I am aiming for the best and to be the best. It also allows others with whom I interact on a personal and professional level to understand clearly my focus and that while I am committed to serving, I am moving forward, with or without them.






Amabile, T., Kramer, S. (2011). The power of small wins: want to truly engage your workers? Help them see their own progress. In: Harvard Business Review. May 2011, Vol. 89 Issue 5, p70, 11 p.; Harvard Business School Press Language.

Beaudoin, N. (2013). Stepping outside your comfort zone: lessons for school leaders. New York: Routledge, 2013. 1 online resource (174 pages). Retrieved from

Cyr, Joe. (1992). Building success through process improvement. In: CMA – the Management Accounting Magazine. March 1992, Vol. 66 Issue 2, p24, 6 p.

Locke, E., Schattke, K. (2018). Intrinsic and extrinsic motivation: Time for expansion and clarification. Motivation Science Publisher: Educational Publishing Foundation; [Journal Article].

Scofidio, B. (2010). This is your motivation strategy? Corporate Meetings & Incentives, 29(3),

12–16. Retrieved from

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