What are Workplace Motivators?

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Leonard Cooper
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1 What are Workplace Motivators? Paragon Resources Workplace Motivators define what fulfills us They measure WHY people do what they do They are our Interests Beliefs Worldviews Mindset Attitudes what we value (+) and judge (-) In essence, they determine what makes us get up in the morning! We see the world not as it is, but as we are. Stephen Covey 1

2 Formation of Motivators You See, Hear, Touch, Smell, and Taste Multiple experiences cluster to form a belief Multiple beliefs cluster to form your worldview judging (negative) and valuing (positive) Your worldview provides purpose and drives you Experience Belief Worldview Purpose Action 2

3 Formation of Motivators Developed in stages Related to stimuli such as conflict, stress, pain, pleasure, satisfaction and joy Develop from childhood to adulthood Socialization Conform or rebel As new, significant experiences occur, motivators may change 3

4 We are more than what people see. Motivators put the thoughts in our mind and impel us to action. WHY you do what you do. Behavior (DISC) is our actions to carry out the thoughts. HOW you do it. 4

5 Why learn about Motivators? Know which attitudes drive your life, actions, and decisions leads to selffulfillment Recognize the driving forces in others lives leads to understanding and appreciating others viewpoints Know how to create the right environment that motivates your team 5

6 THEORETICAL Desire for continuous learning, knowledge, and truth. Goal: Truth and knowledge Passion: Intellectual pursuits Need: Ongoing training, ability to gain knowledge/expertise Overextension: Practical matters neglected in pursuit of truth Stress factor: Inability to know, understand, or discover Limitation: Unable to set knowledge boundaries, singleminded Give a man a fish, and you feed him a day. Teach a man to fish, and you feed him for a lifetime. Not to know is bad, not to wish to know is worse. 6

7 UTILITARIAN Desire for wealth and expected returns on all investments of time, energy/effort, and money. Goal: Utility and what is useful Passion: Conservation and practical application of resources Need: Efficiency, practicality, bonuses/incentives, ROI Overextension: Workaholic, requires reciprocation from others Stress factor: Wasted time or resources, no ROI from action Limitation: May be viewed as selfish, greedy, or stingy A penny saved is a penny gained. Money swore an oath that nobody who didn t love it should ever have it. 7

8 AESTHETIC Desire for form, harmony, and beauty within self and/or their environment. Goal: Experience, impressions, and expressions Passion: Self-actualization, creative expression or pursuits Need: Personal growth, harmonious environment Overextension: Unaware of their subjective reality Stress factor: Objectivity without feeling, disturbance of form Limitation: Subjective, sees only their view of the world Take time to smell the roses you only live once, so enjoy it while you can. A wildflower on the mountain top would not change places with a rose in the garden. 8

9 SOCIAL Desire to help others and eliminate pain, sometimes at their own sacrifice. Goal: Elimination of pain and conflict Passion: Championing worthy causes in the service of others Need: To help others, bettering society and humanity Overextension: Focus on others can be injurious to self Stress factor: Decisions/actions which are insensitive to others Limitation: Difficulty saying no, taking on others problems. The Golden Rule What goes around, comes around. The best passion is compassion. 9

10 INDIVIDUALISTIC Desire for power to lead others and the authority to control own destiny and the destiny of others. Goal: Assertion of self in victorious causes Passion: Attaining and using position and power Need: To lead others, career advancement, strategic alliances Overextension: Choosing power over people Stress factor: Lack of respect for or loss of their power/position Limitation: May be viewed as opportunistic or selfimportant The road to success is filled with many obstacles. There s no place for 2 nd place 10

11 Desire to live life by a disciplined system, often defined through religious or political beliefs or principles. Goal: Search for the highest value or purpose in life Passion: Finding the higher meaning in life, converting others Need: A life mission, ethical and integrity-filled environment Overextension: Sacrifice self/others for beliefs, judgmental Stress factor: Opposition to their causes or beliefs Limitation: Closed-minded, comes across as always right TRADITIONAL I believe in a force more powerful than myself. Who you are is how you live. 11

12 How well do you know the Motivators? Time to take a quick quiz on the basics of Workplace Motivators. 12

13 Understanding Workplace Motivators? Paragon Resources A Normed Profile identifying 6 common motivators Results tell us: 1. Our hierarchy of needs We value the top 3 We judge the bottom 3 2. Our intensity How do we compare to others in society? Standard deviation and bell curve 13

14 ATTITUDES GRAPH # Score Rank 2nd 1st 3rd 5th 4th 6th national mean Copyright Behavioral-Values Research Associates, Ltd.

15 ATTITUDES GRAPH # Score Rank 3rd 1st 6th 4th 2nd 5th national mean Copyright Behavioral-Values Research Associates, Ltd.

16 ATTITUDES GRAPH # Score Rank 3rd 2nd 6th 1st 4th 5th national mean Copyright Behavioral-Values Research Associates, Ltd.

17 ATTITUDES GRAPH # Score Rank 3rd 2nd 1st 6th 4th 5th national mean Copyright Behavioral-Values Research Associates, Ltd.

18 ATTITUDES GRAPH # Score Rank 5th 1st 3rd 6th 4th 2nd national mean Copyright Behavioral-Values Research Associates, Ltd.

19 ATTITUDES GRAPH # Score Rank 4th 5th 6th 2nd 1st 3rd national mean Copyright Behavioral-Values Research Associates, Ltd.

20 ATTITUDES GRAPH # Score Rank 2nd 3rd 6th 1st 5th 4th national mean Copyright Behavioral-Values Research Associates, Ltd.

21 ATTITUDES - NORMS & COMPARISONS For years you have heard statements like, Different strokes for different folks," "to each his own," and "people do things for their own reasons, not yours." When you are surrounded by people who share similar attitudes, you will fit in with the group and be energized. However, when surrounded by people whose attitudes are significantly different from yours, you may be perceived as out of the mainstream. These differences can induce stress or conflict. When confronted with this type of situation you can: Change the situation. Change your perception of the situation. Leave the situation. Cope with the situation. This section reveals areas where your attitudes may be outside the mainstream and could lead to conflict. The further away you are from the mainstream on the high side, the more people will notice your passion about that attitude. The further away from the mainstream on the low side, the more people will view you as indifferent and possibly negative about that attitude. The shaded area for each attitude represents 68 percent of the population or scores that fall within one standard deviation above or below the national mean. NORMS & COMPARISONS TABLE THEORETICAL * Mainstream UTILITARIAN * Passionate AESTHETIC * Indifferent SOCIAL * Mainstream INDIVIDUALISTIC * Extreme TRADITIONAL * Indifferent - 68 percent of the population - national mean * - your score Mainstream - one standard deviation of the national mean Passionate - two standard deviations above the national mean Indifferent - two standard deviations below the national mean Extreme - three standard deviations from the national mean Copyright Behavioral-Values Research Associates, Ltd. 8

MANAGING FOR SUCCESS. Margaret Moore. Personal Interests, Attitudes and Values Information = Choices

MANAGING FOR SUCCESS. Margaret Moore. Personal Interests, Attitudes and Values Information = Choices MANAGING FOR SUCCESS Personal Interests, Attitudes and Values "He who knows others is learned. He who knows himself is wise." Lao Tse Margaret Moore 7-20-2004 Information = Choices UNDERSTANDING YOUR REPORT