Author: Samantha Lynne Page 1 of 2


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I founded With Cadence because of a 30 year fascination with the nature of human beings; what makes us truly productive; and what makes us peer confusedly into the refrigerator when we’re not even hungry! My fascination eventually became my purpose, my divine calling if you will. I’m passionate about helping your business understand the hidden intricacies of human behaviour and motivation so that you can learn how to effectively adapt to the needs of your people; in turn, increasing their productivity which helps to drive your company’s success. I’m a qualified and licenced practitioner in both DISC and Motivational Maps®. As well as a practiced coach.

By day I’m Mapping and Disc’ing it, by night, I’m probably experimenting with baked treats or getting entangled in an aerial yoga hammock. I adore animals. I can’t go a day without learning something new or being enlightened by a TED Talk!

TOP MAP MOTIVATORS: ‘Expert’ & ‘Searcher’
DISC STYLE: Governor (ISC)
GALLUP STRENGTHS: Harmony, intellection, empathy, adaptability, input
SPIRIT ANIMAL: Otter with a dash of penguin
FOODS I CAN LIVE WITHOUT: Anchovies, coriander
SIDE HUSTLE: Flash fiction author
OFTEN FOUND AT : A yoga class
PENCHANT FOR: Wildlife, music, crisps, sunshine
PET PEEVE: Potholes!

3 Ways to Motivate Yourself Into Completing That Task

2-minute insight

We’ve all been there, pondering on a task we know needs our attention, yet we just can’t be bothered! We’ll procrastinate and make excuses about how and why we can’t do it. Because motivation is personal and each of us is motivated differently, there is no one-size-fits-all solution. However, there are a few techniques which are easy to implement and work for most people. Let’s take a look at three of them.


If you’re in a lack of drive mindset, it’s very easy to come up with an internal dialogue of why you shouldn’t take action.

“It’s too difficult.”
“I don’t have enough time.”
“I’ll get it wrong because I don’t know what I’m doing.”


This is sticky thinking i.e. the dialogue which keeps you stuck in the inertia of non-action. If you have a deadline, then you may also start to feel the anxiety creeping in. Unstick your mindset by doing the opposite! For every reason you think you will fail, do a swticheroo and come up with a reason as to how you may succeed. For example:

“It’s too difficult” / “Is it really that difficult? What is easy about it?”
“I don’t have time” / “Looking at my schedule, where can I make time?”
“I don’t know what I’m doing” / “Are there any articles which could help?

For every negative thought, counter-challenge it and you’ll start to see that your initial resistance wasn’t so accurate after all!

Having an important task for which you have little enthusiasm, or are feeling overwhelmed by, can lead to dread! However, no matter how you feel, you know it needs to be done. The first step is to lessen that sense of dread to diffuse some of the overwhelm. An effective method is the 15-minute rule. Give yourself permission to stop the task, guilt free (this is important!) after 15 minutes. When you reach the 15-minute mark, ask yourself if you want to stop there or continue. You may find that, within just 15 minutes, you have created enough momentum to carry on. Getting started on a task is often the hardest part. It’s much easier to keep going once you’ve initiated progress.

If you do find yourself quitting the task at the 15-minute mark, the worst thing you can do it beat yourself up over it. All that does, is put your mind back into a negative, unmotivated state. Instead, congratulate yourself, smile and say:

“Even though it was only 15-minutes, I still did it, I got started and I am grateful to myself to finding the motivation within me.”

Repeat three times, give yourself a short break, then ask yourself if you feel you can repeat the 15-minute rule again.

Sometimes our lack of drive is down to how we think about the result of completing the task at hand. In her book Focus, Heidi Grant Halvorson Ph.D. describes two styles of motivational focus which prompt our behaviours.

Promotion focused – People motivated by promotion or positive reward want to advance and avoid missed opportunities. Promotion focused people are goal oriented, see the bigger picture, take chances and play to win.

Prevention focused – People with a prevention mindset see goals more as responsibilities and concentrate on playing things safe. They tend to work at a slower pace, be conscientious and rather than play to win, they play not to lose.

Consider your thinking with regard to the task, by writing down all the potential outcomes you will achieve once completed. Aim for at least ten if you can. Note which outcomes fall into either of the above thinking styles. For example:

1. I will feel relieved.
2. My boss will be happy.
3. This will enable my colleague to…
4. My time is now freed up to concentrate on other things.
5. I won’t lose my job.
6. I won’t get into trouble with…

The benefits of visually recognising the potential outcomes are two-fold. Firstly, this exercise will shift your mindset into seeing the tangible and emotional benefits to be gained from its completion. Secondly, this will help you identify your motivational focus towards future projects.

DISC vs MBTI – Which is Better?

A few years ago, typing ‘DISC vs Myers-Briggs’ into the trusty Google search bar would have returned around 70,000 results. Now, that figure has increased to over 1 million. This shows that the question is still out there; which one is better?

I will always advocate the benefits of DISC for team hiring and people-development, however the Myers-Briggs Type Indicator (MBTI) is also a respected and recognised tool within organisations around the world. Both DISC and the MBTI have been used by millions for gaining insights into personality, temperament and to improve communication since their inception.

(D)ominance – How a person is likely to solve problems and respond to challenges. 
(I)nfluence – How a person attempts to persuade and influence others. (S)teadiness – The pace at which a person responds to change.
(C)ompliance – How a person is likely to respond to the rules and regulations set by others.


Introversion or Extroversion (I/E) – How a person focuses their attention. 
Sensing or iNtuition (S/N) – How a person processes information. 
Thinking or Feeling (T/F) – How a person makes decisions.
 Judging or Perceiving (J/P) – How a person interacts with the world.

Whilst there is only one official MBTI model, DISC, though still based on the work of William Moulton Marston, has a few modifications which vary amongst organisation providers. For the purposes of the following, I will be comparing the MBTI with my favoured DISC Evaluation model which I use with my clients. The MBTI was the standard in psychometric evaluations for several years. However, the popularity of DISC has grown, particularly within the business sector for the purposes of hiring, leadership and people-development. Here are a few reasons why:

1) Where the MBTI has a focus on personality (who a person is), DISC focuses on measuring behaviour (what a person does and how). The latter is far more useful when it comes to measuring and improving performance.

2) The majority of people’s DISC styles consist of two letters of its acronym. It is easier for people to remember and apply their primary and secondary styles, than it is to remember their MBTI’s acronymic combination of four over time.

3) An online DISC evaluation produces a comprehensive report, yet it is still easy to read and understand your personal styles and behaviours. A typical MBTI report is a little more complex to digest, especially if you are new to profiling models!

4) Understanding your DISC style allows for more wiggle-room when communicating with others due to the model understanding that behavioural tendencies can adjust over time. The styles of others are easier to predict than with the MBTI which, in turn, allows a person to adjust their communication styles with the people around them.

It is important to acknowledge here that the MBTI was designed for personal development, not recruitment. In fact, on their website,, they reference their ethics with regard to their Indicator being used for hiring:

It is unethical and in many cases illegal to require job applicants to take the Indicator if the results will be used to screen out applicants.

It is not ethical to use the MBTI instrument for hiring or for deciding job assignments. However, knowledge of type theory may help people recognize why they may be satisfied or dissatisfied with their jobs, and knowledge of type almost always helps teams and co-workers communicate better.

To answer the first question I proposed, within their own right, neither evaluation is better than the other. It is entirely dependent on what value you are looking to gain. As I mentioned previously, I am an advocate of DISC when it comes to hiring and people-development, however, the two are not mutually exclusive, each has its merits. The questions to ask yourself are:

  1. What are our goals for using these evaluations?
  2. What value can they offer me, my organisation and my employees?
  3. What characteristics are we trying to measure amongst our people?
  4. How much time do our people have to take the evaluations and go through the results?
  5. Do our people prefer something complex or something easier to understand?

To help a little further, here is a table summary of what DISC and the MBTI offer:

As always, it is down to your own discernment and preference when it comes to using any personality evaluation model for your employees and organisation.

Can You Tell if a Candidate is Lying to You?

I’m going to start off with a sweeping statement…everybody lies! However, many of these are the little lies we tell ourselves or others such as:

“I’m almost there!”
“I’m not capable of…”
“Just one more episode” at 3am on a Tuesday (thanks Netflix!)

Like it or not, lying is part of being human. We skilled ourselves as children when “Teddy made that mess not me!” We learned how to conceal the truth for our own benefit by way of protecting ourselves and others. The majority of our little Pinocchio moments are harmless, but when it comes to a candidate not being honest with you during an interview, that’s a problem and one which could have damaging repercussions if gone undetected.
Herein lies another problem…humans are lousy lie detectors!

Even Joe Navarro, former FBI Special Agent and world leading body language expert states in his book ‘What Every Body is Saying’

You might assume that as a career FBI agent, who has at times been called a human lie detector, I can spot deceit with relative ease. Nothing could be further from the truth! In reality, it is extremely difficult to detect deception.”

Joe Navarro

If detecting lies is so difficult, how are you going to tell if a candidate is feeding you porkies during an interview? Unless it’s a blatant blunder like when you hear from their referee that they were sacked for cleaning all the computers with a fire extinguisher and not for “personal family reasons,” then I’m afraid it gets tricky.

There are countless articles on how to spot when a candidate lies in an interview. I have seen resources which state that sudden pauses in speech are indicative of a person fabricating a lie. This could be true, but it could also mean that the person is looking for the best way of phrasing their truthful reply, afterall, they want to present themselves well to you. I have read many such articles and I kept coming back to the same thought – everyone is different but more importantly, candidates get nervous! I feel it would be an injustice to interviewers and jobseekers to provide a litany of lie spotting techniques, because unless you are highly trained and skilled in non-verbal cues, you could be inadvertently prejudicing your candidate by taking such articles at face value. It is for this reason why I have limited potential indicators of deception to just two which, I feel, can be observable during an interview.

You’ve asked a fairly straightforward question but got a reply which would challenge even Tolstoy himself. Whilst giving a long-winded answer is not necessarily an indication of lying, note whether or not your candidate actually answered the question and if they did, at what point? Researchers from Harvard Business School determined that people trying to deceive can stretch the truth with too many words. Since such a lie may involve the candidate shooting from the hip, they may also tend to add excessive detail to convince you (and themselves) of what they are saying. Adding unnecessary detail is a way of deflecting attention. If they have given you more style over content, then your question may have alerted them to a sensitive issue so consider follow-up questions if you feel they are being evasive.

If you have a closed question for your candidate, look for synchrony between their reply and the appropriate head movement. A truthful “yes” should be accompanied with an un-delayed nod of the head. Likewise, a truthful “no” should have the congruency of the head shake, again not delayed. Oftentimes this can be a subtle movement. If you notice they then reverse their head movement after they have answered, it is an indicator they have caught themselves and are attempting damage control! This gesture is likely to be exaggerated to get your attention and will be a delayed response of around one second.

I need to express that in no way am I knocking the science behind non-verbal gestures and deception-detection, quite the opposite, it’s real and it fascinates me. I just feel that it should be well researched and practiced before applying during interviews so that you can fairly evaluate your candidates. Once practiced, deception-detection is an acquired skill with a potentially good payoff when used with your own instincts and could save you some hassle when recruiting your people!

1) ‘What Every Body is Saying’ by Joe Navarro

Introducing the Three Relationship Motivators

In this final section of this series, we are going to take an introductory look at the relationship based motivators in Motivational Maps®

Defenders need security and plenty of it! They need to believe that what they are doing is contributing to a solid and predictable future. Therefore, final retirement options will enter into their calculations as to what is important. When job seeking, a Defender will also be evaluating the security of the company, its size, longevity and track record. The need for security is one of the most powerful of all human needs. Defenders are risk and change adverse, so the word spontaneity does not exactly feature highly in their vocabulary. However, a Defender may well take bold moves so long as detailed calculations show the outcome has a large degree of certainty. Being given accurate information frequently is highly motivating for The Defender but springing last minute tasks on them will not be appreciated!

THEME SONG: ‘Security’ by Otis Reading

Friends need to feel like they belong and are driven by the people around them. They want harmonious, nourishing relationships with other people at work and to feel part of a community. For them, work needs to be collaborative rather than competitive. Friends prefer to work for an organisation with a strong identity and culture where people are valued. A Friend tends to view all proposed changes through the filter question: ‘How does that affect the people here?’ Loyalty and community are key values and they especially like to be close to people and part of a team. Even if a Friend does not like the job, they will stick with it if they like the people. A good social life in and outside of work is highly motivating for them but they will easily become demotivated if not given the opportunity to form bonds with others.

THEME SONG: ‘We Are Family’ by Sister Sledge

Stars need to be recognised, admired and respected by the community at large both in and outside of work, whether it be from professional associates, colleagues or peers. They go about their work with a fervent demeanour because they love to stand out and shine. Like a Friend, a Star is not so much motivated by financial reward but by personal recognition, especially when made public. They’ll relish on a proverbial pat on the back, especially in front of others. Promotion is highly motivating for The Star because of the personal recognition it brings them and they’ll practically bite your arm off for the opportunity! Lack of appreciation of a job well done will heavily demotivate The Star.

THEME SONG: Respect’ by Aretha Franklin

Introducing the Three Growth Motivators

In this section we are going to take an introductory look at the growth based motivators in Motivational Maps®

Creators need creativity! They are the magicians and alchemists who love to innovate and playfully experiment with their ideas – putting them into form. They are lateral, abstract thinkers and they want their name associated with the product or service. Creators break barriers by bringing into existence that which wasn’t there before because they are able to see the potential in things. Problems, challenges and ‘the new’ bring out the best in a Creator. Coming up with solutions gives Creators the opportunity to do what they do best – innovate! They tend to be optimistic and persevere in the face of adversity. Because they solve problems, Creators are motivated by opportunities to form solutions through their ideas. Taking this away will demotivate a Creator.

THEME SONG: ‘I’ve got a Great Idea’ – Harry Connick Jnr

A Searcher’s need is for meaning. The quest for meaning suggests that what they do is, or are, things which are valuable for their own sake. Searcher’s are less driven by financial rewards and power because for them, it’s much more about creating positive, authentic impactful contributions for which they are recognised and appreciated. Fundamentally, a Searcher seeks to make a difference to the quality of work and life through purpose and as such, will remain true to their core values. Searchers have to see what they are doing is significant in its own right, not just because it makes money or gives status. A Searcher will easily become demotivated if their work becomes paper driven, so avoid flooding their inboxes!

THEME SONG: ‘Man in the Mirror’ by Michael Jackson

A Spirit’s need is for freedom and autonomy, they seek to be independent and be able to make key decisions for themselves. Spirits tend to become easily irritated by restrictions and procedures. Taking away The Spirit’s ability to come to their own decisions and choices, for any length of time, will leave them feeling stressed. Micromanagement will unequivocally demotivate them. They much prefer to march to the beat of their own drum than that of someone else. Being given the authority to think and work in their own preferred way is highly motivating for them. The Spirit will shy away from bureaucracy and box-ticking and so tend to work best on their own. An elevated position is not as important to them as self-direction due to their entrepreneurial nature. They are happy with responsibility so long as there is no interference!

THEME SONG: ‘I Did it My Way’ by Frank Sinatra

Introducing the Three Achievement Motivators

Here we are going to take an introductory look at the achievement based motivators in Motivational Maps®.

A Builder’s need is for material satisfactions and a high standard of living, so they are driven by financial rewards and feel validated and motivated when they achieve them. Builders tend to compare themselves with what others have got and want more. The decisions they make will be geared towards achieving more material success. For a Builder, money is a driving energy, and in its extreme form, becomes the pursuit of wealth. A pay rise, bonus or performance related pay is highly motivating for The Builder. Promotional opportunities are also highly motivating but only if they lead to more financial rewards. Builders may stay in a job they don’t particularly enjoy so long as the job satisfies their financial ambitions. However, forget to pay them and they may not be seen around for long!

THEME SONG: ‘’For The Love of Money’ by The O’Jays

Directors need power and influence, they are self-confident and prefer to be in charge. A Director isn’t necessarily the head honcho, but they do thrive on taking ownership of and influencing people, projects and resources within their environment. How Directors hold that ownership/influence varies, but to feel motivated in their role, a Director needs authority to really flourish. They like to make critical decisions about how things are done within the organisation. With power and influence being their core motivations, Directors are often drawn towards management and leadership career structures where they can illustrate their natural leadership qualities. They are action and outcome assertors, they get stuff done and will co-ordinate with great clarity about how to do so. Being given responsibility and opportunities to lead is highly motivating for a Director, just don’t cut their resources!

THEME SONG: ‘I Wanna be The Leader’ by The Marcels

An Expert’s need is for proficiency and mastery of a subject. They are not driven by power or money, but by knowledge and a have deep care for it, imbuing this within their work. For an Expert to feel as though they have not performed well, due to some inadequacy within themselves, would be a harsh form of self-punishment thus causing them some embarrassment. Experts actively seek opportunities to demonstrate their knowledge and expertise in the specialised fields in which they operate and so training opportunities are highly motivating for them. They love to be revered as the wise sage of their profession, just don’t challenge their knowledge unless you can be certain that you are correct!

THEME SONG: ‘Knowledge is Power’ by The Ethiopians


DISC Profiling is a behavioural analysis system that identifies hidden candidate and employee attributes, their nature, behaviours and challenges. The theoretical framework of DISC was developed in the 1920’s by psychologist and creator of the polygraph and Wonder Woman,  Dr William Moulton Marston. DISC profiling is a revered behavioural analysis system which measures, identifies and uncovers how a person is likely to solve problems and respond to challenges (Drive), how a person attempts to persuade others Influence), the pace at which a person responds to change (Steadiness), and how a person is likely to respond to the rules and regulations set by others (Compliance).

Where DISC uncovers the nature of a person, Motivational Maps® focuses more on the nurture of a person. Motivational Maps®…

  • Identify what a person is motivated by; what a person wants and needs at work to drive high performance
  • Measure to what extent a person’s motivators are currently being met
  • Provide practical, targeted reward strategies which, when applied, help to drive up motivation levels
  • Enable a person to set meaningful targets for their future motivation levels, have a realistic action plan and so maximise their motivation and happiness at work

Both DISC and Motivational Maps® are completed online with a straightforward questionnaire and each takes 8-12 minutes. Both provide me with thorough, detailed and insightful reports which I use to shape honest and balanced consultancy for you, based on your brief and candidate’s/team member’s job description. I analyse and interpret the data provided on your behalf and concisely reiterate the most valuable information back to you thus saving you a fair amount of time.

Both DISC and Motivational Maps® are non-judgemental evaluation tools to identify a person’s unique behaviours and motivators. There is no right or wrong, pass or fail and no people-pigeon-holing. To quote the Philosopher Marcus Aurelius:

“The secret of all victory lies in the organisation of the non-obvious.”

Marcus Aurelius

I simply help you fill in those non-obvious gaps so that you can make more informed and cost effective decisions for the long-term. My consultancy is a support method. Your hiring and talent management decisions are always your own. I am about providing you with additional support to help your most valuable assets – your people.

How Invested is Your Candidate?

Ad placed, CV screened and interview checkbox ticked! but how invested is your candidate in your job role and company after you’ve interviewed them?

Words can be easy to come by but, as the adage goes, actions speak louder than words. What post-interview behaviours is your favoured candidate(s) showing which indicate whether or not they really want the job and to be part of your business culture? The Executive Managing Editor at Insider Inc. has one hard and fast precept when it comes to selecting candidates following their interview:

I’ve been hiring people for 10 years, and I still swear by a simple rule: if someone doesn’t send a thank-you email, don’t hire them.

insider inc.

Perceptibly, this may sound harsh, but this highlights how Insider Inc. views one aspect of candidate viability. Understandably, they are looking for signs of investment and subsequently, employee retention once hired. A candidate who takes time to give thanks can be a reflection of them really wanting the job, especially if they have shown resourcefulness in finding the interviewer’s email address (if not given). A polite thank you email shows appreciation for the interviewer’s time and interest. It’s symptomatic of courteous behaviour likely to reflect back upon your people and clients if hired.

Another positive sign of candidate investment post-interview, is willingness to complete a follow-on task you may have set them e.g., a sample of their work or a profile evaluation. Incompletion of the latter is something I have first hand experience of!

Hesitancy to complete any kind of relevant online profile, whether it’s behavioural, motivational or strengths based, demonstrates that the candidate could be afraid their profile results will highlight something they’d rather not be identified! Whilst profiling is non-judgmental, some candidates may be unaware so it’s important to reassure them of this beforehand. Not completing a post-interview profile or another specific task is a fairly clear indicator that your candidate is not fully invested in the job. If they were, they would have no qualms, afterall, it shows initiative.

On the other hand, maybe your candidate has completed your profiling request or task. There are however some further points to consider:

  • Did they complete within your given time frame?Were they honest about receiving any further task/profiling requests from yourself or your instructed provider?
  • Did they check their spam folder for any further communication from you or your instructed provider?
  • How was their response to being asked to complete a further task? Were they open and willing or did they show signs of hesitancy?
  • Did their follow-on task represent what you asked for?
  • Did their profile results match up with aspects of their CV and interview?

All the above can help highlight whether or not your candidate is fully invested in the job and therefore, the right person for your business, offering you an additional red or green light to hire!

Why Motivation is Crucial to Performance

2-Minute insight

A person’s happiness and success at work is partly determined by how well their core motivators are being met. As we know, times have changed considerably in the past year or so. Many people are still having to work from home and that comes with its own set of challenges and distractions. Combine this with the continual global uncertainty, performance levels are prone to dropping through a decrease in motivation. Where our behaviours can change over time, our motivations are much more fluid and can change every few weeks/months. For example, those of us who were highly motivated by financial reward prior to the pandemic, taking into account furlough and redundancy concerns, may find themselves now more motivated by job security or working with others.

In London alone 44% of employees under 35 years old say that a lack of motivation has been hindering their performance at work since the start of the pandemic in March 2020 according to research. The study of over 1000 British employees, carried out by YouGov, reveals that the performance of younger workers (under 35 years old) is twice as likely to be impacted by a lack of motivation than that of 45-54-year olds (22%), and significantly more likely to be impacted by a lack of motivation than the average for all age groups (28%)”

Lane4 management COnsultancy, uk

Motivators are often overlooked in favour of skills and behaviour, and this can be detrimental to a person’s and company’s performance. Motivation is the fuel to the furnace of success, without it, performance dwindles and can even burn out. People are not, by default, passively inclined. We all have inherent needs and desires inside and outside of our work. The truth is, because many people aren’t even aware of what their core motivators are, they can be difficult to express, even to themselves! Getting a good grasp of a person’s core motivators using Motivational Maps® will, in turn, drive and increase performance.

In Motivational Maps®, there are three elements to performance:

DIRECTION – Where a person or the company is heading. Not knowing this results in passive, floundering behaviours e.g. ‘going round in circles.’ Going against the grain of our motivators will result in failure over success.
SKILLS – This also extends to knowledge, competencies and abilities.
MOTIVATION – The driving force, the why we do what we do.

If motivation underpins performance, what then underpins motivation?
This also carries three elements:

Personality – Who we are.
Self-concept – Beliefs about ourselves, people and the world around us.
Expectations – Our beliefs about future outcomes.

Here is how the founder of Motivational Maps®, James Sale, describes these three elements in his blog:

Our motivations are critically linked to our internally focused beliefs and our externally focused beliefs. In short, our beliefs, per se, play a staggering role in our motivations or lack thereof. Thus it is that if we want to improve our performance in any area, we need to consider what we believe about self and about the external environment in which we operate. It is no accident that the word ‘confidence’ comes from the Latin root, ‘con’ meaning ‘with’ and ‘fidence’ meaning faith.

So ‘with faith’ or ‘with belief’ underpins all motivation, all performance, and so all achievement. The question we then have is: How as coaches, mentors, consultants, leaders, managers and so on, can we effectively change our beliefs, internally and externally, to create optimum performance?

The irony cannot be lost. To achieve the results we want in the real world, we have to enter the nebulous realm of un-being – belief!

James sale, motivational maps® founder

To summarise, motivation is not just important to performance, it is key! The more our motivators are understood and met, the higher our performance levels.

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