Ideally, those who work for a leader share their manager’s motivation. It is important for a manager to lead a team that goes in the same direction and is more or less urged by the same values. In so doing, better results happen. The value of having an aquarium project in one’s office is seen when different individuals share the same obsession to keep the aquarium clean, to keep the fish and plants alive, and to plan what must be done to make up for long holidays when nobody is around to feed the cute and loveable "darlings." On a higher plain, the fulfillment lies in the realization that personal differences are set aside for a common treasure: motivation. How to convert that motivation into a driving force in favor of the organization’s programs and projects is a matter that shall set the CES eligible/officer apart from an ordinary occupant of a managerial position.

        A good way to assess whether the manager and the team members share the same motivation is to ask a few questions. Do the team members identify themselves with the organization and the smaller group they represent? Do they feel a sense of ownership over the organization’s products and services? Do they feel responsible for the quality and performance of the work of the group? If the answer is affirmative to all or most of the questions, one can safely say that there is a strong foundation for teamwork and leadership. If there are more negative answers than expected, this is not a reason to lose heart. One can always go back to school and pore over volumes of books. One can also turn to the school of fish in the aquarium, waiting to "teach" anybody who would care to learn.

        Motivation is said to be related to one’s personal satisfaction on the job. If one feels fulfilled on the job, motivation usually comes in. Conversely, a motivated person is bound to find satisfaction on the job. For this reason, the idea of the three P’s has been put forward by experts: pay, placement and promotion. Generally, team members may be motivated by higher pay, better placement, timely promotion, or a combination of these three. However, it is not that easy to raise the pay of a team member unless that member has stayed for three years in the same position, in which case the step increment comes in. The only other way to give step increment is to give an outstanding rating. The problem here is that motivation must precede good performance before an outstanding rating may be given. Unless the team member is truly delivering an outstanding performance, a manager does not motivate the team member with an outstanding rating. Hence, a higher pay in this case may not be practical. The same is true for promotion. The only P that may possibly be used to motivate a team member is correct placement, or matching the team member’s interest and qualification with a job requiring all these.

        Again, the manager should not be discouraged to know this, for, while qualifications may differ, interest may be influenced. One would be amazed that beneath the macho culture among "toughies" in the organization’s motor pool, for example, one can find "softies" at heart who will readily talk about cooking, changing the baby’s diaper and, yes, feeding the little fish in the pond or aquarium. A manager can motivate team members in more ways than one. An organizationally sensitive manager can be a good leader by taking note of the common interests of team members. If there is none, one can be created. Somehow, childhood likes and dislikes can be made to surface, giving rise to common interests that may no longer be manifest but which the team members may wish to revive, like embarking on an aquarium project.

        An aquarium, if used properly, may serve as a tool for personal differences to be resolved. Sometimes, even if a team member can readily relate to the organization’s goals, products and mission, motivation is hampered by personal differences with a co-worker. The aquarium is a good means for two or more individuals to talk. In a culture where one would rather hurt inside than offend another, members of the same team may talk of their respective contributions to the aquarium instead of themselves. Instead of immediately opening up to discuss personal differences, the two may start with the statement: "Look, my fish is feeling insecure because your fish is a bully." The other, may feel defensive and counter: "No, I chose that fish because I think it represents me. Do you think I am a bully?"

        Miracles can happen in front of the aquarium. Toughies suddenly show their soft side. Irreconcilable personal differences suddenly "swim away." All of a sudden, one lives by the motto: