Workplace Motivators
Study Guide
What You Value = True Motivator
Motivators are a collection of learned attitudes and beliefs
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How important is earning a lot of money to you?
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Which is more important, action or knowledge?
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How important is independence to you?
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Are you a bottom line thinker or more theoretical?
Why?
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Workshop Objectives
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Know which motivators drive your
actions and decisions.
Understand each motivator and how
motivators interact.
Recognize the driving forces in other
people.
Understand others’ viewpoints and
strive to see the world through their
eyes.
Motivators: The Reason We Act
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Flexible.
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Initiators of behavior.
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Most decisions, reactions
and courses of action
arises from them.
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Motivators in Organizations
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Goal setting
Management development
Building relationships
Making decisions
Communication
Influencing/Selling
Sense of
satisfaction/accomplishment
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The Workplace Motivators Instrument
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Validated for use in Job Selection.
Low correlation to behavior (DISC).
Based on E. Spranger’s work “Types
of Men,” 1928.
Validated Adaptation Theory:
Recognition and appreciation leads
to improved relationships,
communication and sales.
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Motivators vs. Behaviors
Motivators put the
thought in your mind
and impel you to action.
Behavior is how you
carry out your
motivators.
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The Six Motivators
• In search of fact and reality.
• Focused on what is useful and practical.
• Want a sense of balance and harmony.
• Genuine concern for others.
• Interested in influence and power.
• Concerned with unity and order.
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Motivation Insights Graph
Score Rank
KEY
Strong
My #1 Motivator: ____________
My #2 Motivator: ____________
Situational
My #3 Motivator: ____________
My #4 Motivator: ____________
Indifferent or Negative
My #5 Motivator: ____________
My #6 Motivator: ____________
National
Mean
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Your Top Two Motivators are Key
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Move you to action and color the
other four
Where we gain purpose and
direction for our lives
Fulfilling our motivators leads to
enjoying work and life
Theoretical Characteristics
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Objective and rational
High knowledge base
Attracted to new ideas and concepts
Strong desire to learn and teach
Strong intellectual
Willing to take risks to learn something new
Have facts to support conclusions
Tend to reject subjective information
Expect a great deal of information before
making a decision
Theoreticals: Value to the Organization
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Active problem solvers
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Sought after because of knowledge
base
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Stable, knowledge-driven ethic
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Knows a little about most everything
and is conversant about it
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Has an open-minded approach that
comes from broad-based research
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Theoreticals: Potential Blind Spots
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May get stuck in a loop of analysis paralysis
Can have a tendency to be aloof to those
not as intellectually driven
May need coaching on time management
Can get bogged down in quest for details
At times coming to closure can be an issue
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Utilitarian Characteristics
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Apply resources creatively to solve a problem
Reject waste of time or resources
Futuristic thinking
Work long, hard hours to gain financial
security
Plan daily activities to best utilize time
Want to advance quickly in chosen profession
Motivated by money and bonuses
Like to make deals based on investment and
return
Utilitarian: Value to the Organization
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Will protect organizational or team
finances, as well as their own
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Makes decisions with practicality and
bottom-line dollars in mind
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High motivation to achieve and win in a
variety of areas
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Highly productive, efficiency focused
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Shows a keen awareness of the revenue
– clock, their own and the organization’s
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Utilitarian: Potential Blind Spots
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Appreciate that not everyone is
highly motivated by wealth
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Learn to hide the dollar signs in their
eyes to establish rapport
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Needs increased sensitivity to needs
of others
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May not invest in themselves
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Has potential for over-working
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Aesthetic Characteristics
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Seek self-realization, self-fulfillment
Humorist if view of life is positive
Relate from a subjective point-of-view
Seek harmony and balance
Quest to create
Enjoy being able to freely express
thoughts and opinions
Expressive in inventive ways
Likes rewards based on results rather
than method
Supports creative ideas of others
Aesthetic: Value to the Organization
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Enthusiastic and willing to contribute to
the team in creative ways
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Interested in the totality of a situation
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Brings creative ideas to the table
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High regard for feelings and emotions
of others
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Brings time, talent and creativity to the
tough problems in an organization
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Able to see issues and positions from a
variety of sources with a sense of
balance
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Aesthetic: Potential Blind Spots
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Could use a greater sense of the
realistic and practical side of
organizational operations
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May need to focus on getting tasks
done vs. new solutions to problems
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May get into creative mode too
much
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Persuade Your Boss
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Could use a greater sense of the
realistic and practical side of
organizational operations
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May need to focus on getting tasks
done vs. new solutions to problems
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May get into creative mode too
much
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Social Characteristics
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Exhibit a strong drive to help others grow
professionally
Possess a high sincerity factor and helping
attitude
Freely give of time, talent and energy to
others
Seeks to contribute to the welfare of others
Give to others, even to their own detriment
Under-value their talents and give them away
for virtually nothing
Promote fairness to people in all areas of life
Social: Value to the Organization
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Generous use of time, talents and
resources
Has high personal and professional regard
for others on the team
Is enthusiastic and willing to work and
contribute to the team efforts
Has a good memory for helping others
Has a desire to go beyond required job
description to help make things easier for
others
Shows a high degree of interpersonal
empathy when dealing with team or
individual concerns
Social: Potential Blind Spots
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Will avoid confrontation if they think it
could harm the relationship
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Help others even to their own
detriment
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Needs to learn to say “no” more often
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May get into teaching/helping mode
too often
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May wear themselves out helping
others
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Individualistic Characteristics
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Gravitate toward positions of leadership in
organizations
Resist being micro-managed or controlled,
preferring freedom of operation
Desire a fast pace toward advancement
Can be seen as too strong and overpowering
A visionary
Willing to use power to accomplish a purpose
Ability to see the “big picture” and how the
puzzle interlocks
Forms strategic relationships and key
alliances
Individualistic: Value to the Organization
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Brings creative ideas
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Not afraid to take calculated risks
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Desires to be an individual and
celebrate differences
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Brings a variety of different and
energetic ideas to the workplace
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Realizes that we are all individuals
and have ideas to offer
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Individualistic: Potential Blind Spots
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May spend excess time telling or
selling an audience on their
uniqueness, rather than
discussing the topic at hand.
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May need to listen more and
speak less.
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Needs to be aware of the needs
of others and job parameters.
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What are Sam’s Motivators?
1. Sam is a tough-minded manager
2. He expects people to deliver what they commit to
and look for practical solutions
3. He’s well regarded by senior levels and works very
hard
4. He doesn’t have time for “dreamers” and always
comes in under or on budget
5. People say he’s on the “fast track.”
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Successful Business Partners
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Two people are considering going into business
together.
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Dave is a high
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Tom is a high
and high
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and high
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What, if any, are the possible conflicts that could
arise between these two?
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Traditional Characteristics
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Believe strongly in keeping commitments.
Structured, orderly and precise
Believe that there is a proper or correct way
to do things
Like to know how to do something before
doing it so it gets done right the first time
Strong attention to quality control issues
Subscribes to a “rules are made to be
followed” position
Like freedom and independence within an
ordered atmosphere
Traditional: Value to the Organization
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High attention to details
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Focused on what is important to
complete the project
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Effective at organizing tasks
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Very reliable and dependable
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Helps bring structure to any project,
task or assignment
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Stays on top of projects and makes
certain they keep moving
Traditional: Potential Blind Spots
•Can be overly rigid or close-minded
•Can come across as always right
•May fall into “end justifies the
means”
•Little or no “gray area”
•Needs to be more flexible in
methods or procedures
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Facts About Motivators
Fact # 1
• You will tend to enjoy conversations
and activities with people who have
similar motivators to your own
Fact # 2
• You will tend to conflict with people
of differing motivators
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Name That Motivator Quiz
Through discussion with each other, categorize these belief statements with the motivators they represent. Some may have more
The:
Theoretical
Soc: Social
than one answer. Use
the
following codes below. Uti: Utilitarian
Aes: Aesthetic Ind: Individualistic
Tra: Traditional
I make the world a better place for people to live in
every day.
Truth is mightier than the sword.
Walk the straight and narrow path.
I believe in a force more powerful than myself.
Might makes right.
I was born to lead.
Teamwork involves sacrificing for each other.
You get out of life what you put into it.
More money should be spent on education.
You can get whatever you want in life by helping others get
where they want to go.
If it feels good, do it.
You only live once, so enjoy it while you can.
Every day in every way I am getting better and better.
Wealth is power.
He who ends up with the most toys wins.
I believe I am guided by a higher power.
Live and let live.
It’s your attitude, not your aptitude, that determines your
altitude.
Knowledge is power.
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- Theoretical
- Social
- Utilitarian
- Individualistic
– Aesthetic
- Traditional
Motivators and Listening
Having trouble getting someone to listen to you?
Focus your communication through that
person’s motivators…
…they will become all ears.
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Facts About Motivators
Fact # 3
• Motivators interact with one
another; two or three top motivators
will be dominant and impel action.
Fact # 4
• Motivators can and do change over a
period of time — as many as seven
motivators shifts in a lifetime.
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Guess Their Motivators
Richard Gere
Warren Buffet
George Bush
Alan Greenspan
Mother Theresa
Jane Goodall
Maya Angelou
John Ashcroft
Martin Luther King
Bill Clinton
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Behavior or Motivators?
When conflicts occur:
Is it a behavioral or motivators conflict?
Or both?
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Recognizing Motivators
1. How do they define success?
2. What activities do they do
outside of work?
3. Do they have a favorite phrase
(hanging on their walls or on
their desks)?
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Team Motivators Wheel
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What are the driving motivators of this
team? What are the strengths in these?
When you compare the driving motivators
with the team’s mission/vision, what
observations can you make?
What are the team’s two lowest
motivators?
What potential blind spots result from the
team’s highest and lowest motivators?
Can you offer past examples of blind spots
or strengths based on the composite?
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Individual Activity
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When you compare your top values
with the team composite report, can
you see common motivators? If yes,
what are they?
Are there any potential or past
conflicts that have caused you stress
or difficulties?
If yes, can you make a connection to
motivators?
What do you most appreciate about
people who are strong in your lowest
motivators?
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Recognizing Motivators
Where do they spend their…
Time
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Energy
Money