the entrepreneur’s guide to building a winning...

©Leadership Counseling Services, LLC. All Rights Reserved.

THE INFORMATION HEREIN CONSTITUTES PROPRIETARY PROPERTY OF LEADERSHIP COUNSELING SERVICES, LLC. ANY DISCLOSURE, TRANSMISSION, REPRODUCTION OR COPYING OF ANY OF THIS INFORMATION WITHOUT WRITTEN PERMISSION OF LEADERSHIP COUNSELING SERVICES, LLC. IS EXPRESSLY PROHIBITED.

The Entrepreneur’s Guide to Building a Winning Culture

WHITE PAPER



Table of Contents

Executive Summary 3

Strategic Overview 4

Employee Culture Critical to Business Success 8

Case Studies: Motivations at Work 10

The Motivational vs. Narcissistic Leader 13

Conclusions 15

References and Suggested Readings 16

Contact for More Information 18

2



THE OPPORTUNITY FOR EMERGING COMPANIES IS TO GAIN COMPETITIVE

ADVANTAGE BY APPLYING THE SAME DISRUPTIVE MINDSET TO HIRING AND

EMPLOYEE ENGAGEMENT AS THEY DO TO PRODUCT DEVELOPMENT.

Executive Summary

Founders and investors fret over the best ways to find

and keep the best talent, while mitigating the costs of

a bad hire.

The problem is most emerging companies are pursuing

the wrong path to building and inspiring their teams.

The opportunity for these companies is to gain competitive

advantage by applying the same disruptive mindset to

hiring and employee engagement as they do to product

development.

The new approach is to identify and access employee

motivations as the centerpiece of the company’s talent

sustainability system. Motivations drive individual and

group behavior and decision-making and provide the most

insightful data point for attracting, selecting, developing

and retaining talent.

ATTRACTING AND RETAINING THE RIGHT TALENT IS A MAJOR CHALLENGE FOR ALL ENTREPRENEURS.

3



Strategic Overview

The IT industry is rife with turnover. The employee turnover rate among

Fortune 500 companies is greatest

in the IT industry, according to a

recent PayScale study. In 2014, PwC

Saratoga reported that technology

had the third highest voluntary

separation rate across a range of

industries. For all industries, “high

performer” turnover represented

more than two-thirds of those who

left an organization.

IMPLICATION FOR ENTREPRENEURS:

As the largest companies struggle

with turnover, the challenge is

even more pressing among IT and

IT-dependent startups that have

comparatively fewer resources

and bare-bones human resource

infrastructures.

EMERGING COMPANIES STRUGGLE WITH ATTRACTING AND RETAINING THE BEST EMPLOYEES. THESE COMPANIES HAVE

GOOD REASON TO BE CONCERNED ABOUT THEIR TALENT ISSUES:

Not much is being done about high turnover in tech. According to PayScale’s recent

turnover report, the median

employee tenure at Google is just

more than a year, despite the

company consistently ranking as

the “No. 1 company to work for” by

Fortune magazine. Many theorize

that the young, smart Generation Y

and Millennial hires that dominate the

workforce are redefining the concept

of employee loyalty.

The costs associated with “avoidable turnover” and “bad hires” are high. According to Saratoga Institute,

the cost of losing the average

employee is one times annual salary.

For 2012, CareerBuilder reported

that two-thirds of U.S. employers

were affected by bad hires, with

27 percent of employers reporting

that a single bad hire cost more

than $50,000. Other costs include

the impact on employee morale and

company reputation.


These costs can be particularly

challenging for emerging companies,

where burn rates seem to be rising

while investors are demanding

greater accountability. Sam Altman,

CEO of Y Combinator, recently

observed in Business Insider, “I think

there are more companies burning

$1 million a month than there were

one or two years ago. What is OK is to

spend money on productivity. What is

not OK is to just light money on fire.”


If you don’t have Google-like profits,

you can’t sustain the reported

Google-like turnover. Simply out of

the need to survive, being innovative

and disruptive extends beyond

product development to management

practices. Startups must identify new

ways to seed greater loyalty among

new generations of employees or at

least put in place systems to mitigate

turnover.

4



STARTUPS MUST IDENTIFY NEW WAYS TO SEED GREATER LOYALTY AMONG

NEW GENERATIONS OF EMPLOYEES OR AT LEAST PUT IN PLACE SYSTEMS TO

MITIGATE TURNOVER.

Strategic Overview CONTINUED

The Fallacy of the “UnCulture”The approach for many startups has been to differentiate themselves from the larger companies in their recruitment

messages. The startups describe a kind of “UnCulture” where individual freedoms trump corporate structure. Their

recruitment platform is that talented people don’t have to suffocate in the stultifying air of large companies. They

should work where talent rules.

These ideals are demonstrated in various ways: fun workplaces, flexible work hours (including from home), social

interaction, time off for self-improvement and participation in cause-related activities.

The entrepreneurs are right to offer a fresh approach, but there are two major issues with the tact many have taken:

THE ‘UNCULTURE” DOESN’T WORK.

Many of the incentives being offered undermine the core

tenets of culture building and are detrimental to cultivating

a winning team.

USING THE SAME APPROACH DOESN’T DIFFERENTIATE

YOU FROM OTHER EMERGING COMPANIES.

The emerging companies seem to be copying a “culture

template” made famous by Google and other early

technology winners. If the majority of emerging companies

are using the same template, what is their unique appeal

to current and potential employees? And if the IT industry

turnover statistics are true, why simply replicate a

flawed model?

1 2

5




A Game-Changing OpportunityStartup companies are in a unique position to leverage recent breakthroughs in organizational psychology to build highly-

motivated team cultures that are productive, creative and committed. As new companies, they are not stifled by bureaucracy

or bound by traditional ways. They can seize competitive advantage and outflank competitors who vie with them for talent.

The game-changing opportunity is to adopt a motivational leadership approach. Decades of research shows that human

motivations drive behavior and decision-making. The more you understand about the motivational profile of your employees

and how to create the ideal motivational mix, the greater your chances to build a committed, winning team.

A grounding in positive psychology helps. There are three types of motivations:

INTRINSIC

EXTRINSIC

INTROJECTED

REFLECTIVE OF DEEP, PERSONAL VALUES AND BELIEFS

TANGIBLE REWARDS, SUCH AS PAY, APPROVAL, PUNISHMENT

DOING THINGS I FEEL I “SHOULD” DO

According to a dominant theory of motivation, the more self-determined a person’s behavior, the greater the individual’s

motivation. Satisfying an individual’s deepest intrinsic motivations is the most self-determined — and therefore most

effective — form of motivation. By contrast, extrinsic and introjected motivations are least self-determined, and therefore less

motivating. More so, numerous studies have shown that tangible rewards significantly undermine feelings of autonomy that

are central to self-determination.

By offering their “progressive” package of perks and workplace goodies, many emerging companies aren’t fulfilling their

employees’ intrinsic motivations; they’re simply offering more creative extrinsic motivations. Understanding this, is there

any wonder why turnover in tech is so high?

6



EMPLOYEE ENGAGEMENT’ IS BECOMING A FAVORED MANAGEMENT TERM, AS MANY

STUDIES SHOW THAT COMPANIES WITH HIGHLY ENGAGED CULTURES CAN HIRE

MORE EASILY, HAVE HIGHER RETENTION RATES, PROVIDE BETTER CUSTOMER

SERVICE AND DELIVER HIGHER LONG-TERM PROFITABILITY.


The Pathway to Motivational Leadership

THE PROCESS FOR BECOMING A MOTIVATIONAL LEADER IS THREE-FOLD:

RECOGNIZE that company culture is critical to business success and not an isolated human resource task.

As a vital management function,

culture can’t be left to “gut feel” or

“guesswork.”

USE BREAKTHROUGH TOOLS to understand and access employee motivations.

The Primal Personality Assessment®

uniquely uncovers the specific

motivations that drive an individual

and group’s behavior and decision-

making; it also identifies the

activities they may find most

fulfilling. It takes the guesswork out

of formulating a winning culture.

UNDERSTAND HOW MOTIVATIONAL

LEADERS INSPIRE others while narcissistic leaders fail to connect.

Leaders who engage others on

a motivational level engender

greater productivity, creativity and

commitment.

1 2 3

7



THE EMERGING COMPANIES CAN LEAPFROG PAST THEIR LARGER AND MORE

ESTABLISHED COUNTERPARTS BY IDENTIFYING AND TRACKING THE MOST

INSIGHTFUL DATA POINT—THE MOTIVATIONS THAT DRIVE INDIVIDUAL AND GROUP

BEHAVIOR AND DECISION-MAKING.

Employee Culture is Critical to Business Success

While more leaders are recognizing the importance of

culture, few say they have effectively capitalized on

the opportunity. This opens a competitive window for

entrepreneurs, who can act to create a great culture at

the outset, without the burden of fixing an existing,

inadequate system.

Through its 2015 study of more than 3,000 business

and human resource leaders from 106 countries, Deloitte

identified employee engagement and culture as the

number one issue — ranked as “important” by 87 percent of

respondents and “very important” by 50 percent (double

the previous year). A PwC study showed that 34 percent of

U.S. CEOs are “extremely concerned” about the availability

of key skills.

As a result of this recognition, two-thirds of the HR

respondents to the Deloitte study said they are updating

their engagement and retention strategies to include, “how

we lead, how we manage, how we develop and how we

inspire people.”

PwC reports increasing pressure on HR executives to

provide evidence-based approaches to developing and

retaining talent — including having the “right talent mix”

to achieve the company’s objectives.

The HR executives are facing a major challenge, in part

because employee culture is no longer just an internal issue.

Social media and employment sites such as Glassdoor make

a company’s culture public fodder — and it is a growing

influence. LinkedIn’s Talent Trends 2014 study of 18,000

employees across 26 countries found that 56 percent of

respondents identified a company’s “reputation as a great

place to work” as the most important reputational factor in

considering a new job.

“Employee engagement” is becoming a favored

management term, as many studies show that companies

with highly engaged cultures can hire more easily, have

higher retention rates, provide better customer service and

deliver higher long-term profitability.

Corporate leaders across the globe recognize these

potential strategic benefits, but are slow to seize them —

opening a real competitive opportunity for the more

nimble emerging companies.

RECENT GLOBAL STUDIES BY MAJOR CONSULTING FIRMS DEMONSTRATE HOW IMPORTANT CULTURE IS BECOMING TO CORPORATE

LEADERS. THERE IS GROWING RECOGNITION THAT A STRONG CULTURE CAN BE A COMPETITIVE ADVANTAGE, WHILE THE REPUTATION

FOR HAVING A BAD CULTURE CAN BE AN IMPEDIMENT TO ATTRACTING AND RETAINING THE BEST TALENT.

87%

% of business executives who believe employee engagement is important. (Deloitte)

13%

% of global workforce that is highly engaged. (Gallup)

8



Employee Culture is Critical to Business Success CONTINUED

For most companies, employee engagement remains an elusive goal:

Moreover, the HR executives responsible for the engagement programs acknowledge their companies are not yet up to the task:

Emerging Companies Can Leapfrog CompetitorsThe competitive opportunity now open to emerging

companies won’t last forever. In a recent study, PwC

Saratoga found that 86 percent of respondents identified

improving people analytics as “a strategic priority for the

next one-to-three years” and nearly half already have a

dedicated analytics function.

The question is — what analytics will they be tracking?

The emerging companies can leapfrog past their larger and

more established counterparts by identifying and tracking

the most insightful data point — the motivations that drive

individual and group behavior and decision-making.

13%A recent Gallup poll showed

that only 13 percent of the

global workforce is “highly

engaged.”

A 2014 Deloitte/Glassdoor

study showed that “upwards

of half the workforce

would not recommend their

employer to peers.”

9%

Deloitte’s 2015 Human Capital Trends

reported that only seven percent of its

study respondents rate themselves as

“excellent” in “measuring, driving, and

improving engagement and retention.”

Nearly two-thirds of the HR leaders

surveyed believe their HR solutions

“are barely adequate or falling behind.”

The same study reported that fewer

than nine percent of respondents

believe their organizations have a

strong analytics team in place — a key

infrastructure need for benchmarking

and improving employee engagement.

9



Case Studies: Motivations at Work

According to self-determination theory, the more self-determined the behavior, the greater the individual’s motivation.

Satisfying identified and intrinsic motivations (i.e., deep, personal values and beliefs) is the most self-determined — and

therefore most effective — form of motivation. By contrast, external motivations (e.g., tangible rewards such as pay,

approval, punishment) and introjected rewards (e.g., things I feel I “should” do) are least self-determined, and therefore

less motivating. In fact, numerous studies have shown that tangible rewards significantly undermine feelings of

autonomy that are central to intrinsic motivations.

THERE ARE VARIOUS PSYCHOLOGICAL THEORIES RELATED TO MOTIVATIONS AND THE PATHWAYS TO MAXIMIZING HUMAN POTENTIAL.

THESE INCLUDE SELF-DETERMINATION THEORY, SELF-CONGRUENCE THEORY AND SOCIAL-COGNITIVE THEORY.

The Primal Personality Assessment® identifies the intrinsic motivations that drive individual and group behavior and decision-

making — and the activities and interests that are most fulfilling. Its value in employee engagement is two-fold:

CREATING THE “WINNING TEAM FORMULA” for recruiting and

composing teams of people with the right complement of motivations

in order to optimize performance and commitment.

IDENTIFYING INDIVIDUAL MOTIVATIONS to provide a roadmap for

satisfying each employee’s intrinsic motivational needs so they are

more productive, creative and committed.

2

1

10



IN EACH CASE, THE PRIMAL PERSONALITY ASSESSMENT® IDENTIFIED

THE MOTIVATIONAL ELEMENTS THAT MADE THE ORGANIZATION UNIQUE

AND SUCCESSFUL.

Case Studies: Motivations at Work CONTINUED

The Winning Formula: Not About “Gut Feel” or “Fixing People”We have seen in various motivational studies where a

leader, consciously or unconsciously, screens for people

just like them (or people they just like) in making hiring

decisions. But they would become more effective leaders

if they developed their organizations using the same

disruptive mindset they apply to product development.

Large companies use traditional methods in their

recruitment and development of employees. According to

a recent Deloitte study, nearly two-thirds of HR leaders

surveyed believe their HR solutions are “barely adequate or

falling behind.” The current methods aren’t as effective as

they need to be.

Many of the traditional methods are based on identifying

employee characteristics and traits — including individual

strengths and weaknesses. The work is to help employees

change and improve by leveraging their strengths and

addressing their weaknesses — and thereby enhance the

team culture.

How effective is this approach to improving cultures by

getting people to change? It’s been widely reported

that 70 percent of change management programs fail.

“Fixing people” alone doesn’t work.

Another approach is to put people in a position to

excel by aligning their intrinsic motivations with their

job responsibilities:

• Motivations provide a deeper level of understanding compared to identifying characteristics and traits. Motivations are at the core

of human behavior and decision-making. Characteristics

and traits can be seen as expressions of deeper

motivations. The Primal Personality Assessment®

facilitates alignment between peoples’ roles at work and

satisfaction of their intrinsic motivations.

• For leaders, it simplifies the employee recruitment and team selection process by offering a choice

from among a group of qualified candidates whose

motivational profile fits a specific need and would help

propel the company to a new level of success.

11



Case Studies: Motivations at Work CONTINUED

Case StudiesFollowing are examples of how Leadership Counseling Services, LLC has used the Primal Personality Assessment® to

establish motivational leadership practices that help companies achieve greater levels of productivity and commitment:

CASE SUMMARY #1: The Primal Personality

Assessment® was used to study the motivational

profile of an emerging technology company. The

findings demonstrated that the CEO had excelled

at creating an outstanding culture of people

dedicated to customer service — the company’s

main selling proposition. However, growth was

stagnant. We discovered this was due in part to the

team’s motivational mix.

Growth companies are fueled in part by a

combination of creativity, strategic planning and

task-orientation — motivations completely missing

from that company’s employee motivational

profile. The CEO’s new priority became to screen

for complementary but additive motivational types

in the company’s recruitment in order to fill this

critical void.

CASE SUMMARY #2: The Primal Personality

Assessment® was used to study the motivational

profile of the leadership team of a professional

service company. The company had recently been

acquired and management was being tasked to

meet the growth expectations of its new owners.

The findings showed that company leaders were

not fully united and were being hampered by a

significant motivational conflict. Further, there

were issues with the diversity and strength of the

motivational mix, particularly for lacking leaders

with the creative and strategic motivations

necessary to galvanize the team and drive growth.

Insights from the assessment led to the formula

for adjusting the team’s motivational mix in a way

that would preserve what made the organization

“special,” while adding new, but complementary

motivations that would help address the

motivational conflict and align leadership with the

new owners.

In each case, the Primal Personality Assessment® identified the motivational elements that made the

organization unique and successful. Recommendations were designed to enhance those aspects of the

company, while adding others to help it reach a new level of success.

12



TO BE SUCCESSFUL, A COMPANY’S VISION AND MISSION MUST REFLECT THE

MOTIVATIONAL DESIRES OF THE TEAM CHARGED WITH MAKING IT HAPPEN.

OTHERWISE, PEOPLE ARE JUST SHOWING UP FOR WORK.

The Motivational vs. Narcissistic Leader

The problem is many entrepreneurial leaders lose sight of

the fact that people aren’t buying into the entrepreneur’s

passion or vision. Instead, they are consciously or

unconsciously evaluating whether participating in making

that vision a reality meets their intrinsic motivational needs.

To address this, many entrepreneurs simply hire like-minded

people. In the rush of getting a company started, this may

seem like a rational choice. First, it’s easier to communicate

and find acceptance for the leader’s vision and mission.

Second, the company founder doesn’t have to stretch as

a leader and manage a range of personalities with a more

complex set of needs and expectations.

This is where many entrepreneurs make their first misstep—

and it can be the deciding factor in a company’s survival.

Hiring people just like you (or people you just like) may

provide psychological comfort to the leader, but it creates a

culture of “sameness” that lacks the motivational diversity

necessary for a winning team.

The opportunity is to become a better leader. The

impetus is the founder’s longevity as leader and the

company’s survival.

Leaders who focus on explaining their vision in ways

others find compelling and aligned with personal values will

engender greater productivity, creativity and commitment

than those who try to gain support and participation by

offering extrinsic rewards.

To be successful, a company’s vision and mission must

reflect the motivational desires of the team charged

with making it happen. Otherwise, people are just

showing up for work.

THERE IS A NARCISSISTIC TRAP ASSOCIATED WITH BEING AN ENTREPRENEUR — AND IT COMES FROM BEING IN THE CONSTANT

POSITION OF HAVING TO SELL “YOUR VISION” AND “YOUR COMPANY.” INVESTORS AND OTHER IMPORTANT STAKEHOLDERS

ENCOURAGE IT BY EQUATING AN ENTREPRENEUR’S SINGLE-MINDED, OBSESSIVE PURSUIT OF A BUSINESS IDEA AS “PASSION.”

13



The Motivational vs. Narcissistic Leader CONTINUED

Communications that MotivateLeadership communications are critical to achieving

motivational buy-in. Studies have shown that

communications are far more powerful and persuasive

when the messages are framed in terms that fulfill a

target group’s intrinsic motivations versus extrinsic goals.

That means identifying, recognizing and speaking to the

different core motivations represented by the group.

Research shows that framing messages to appeal to

intrinsic motivations leads to deeper engagement,

more in-depth processing of information and more

prolonged engagement.

Motivational leaders create communications platforms

that engage employees. As described by Warner Burke

of Columbia University in Organizational Change and

Practice (2011):

The leader has a sense of what followers need and want; it is simply that these desires are not in the conscious awareness. It is about beliefs and values that people hold but do not necessarily discuss. They are implicit and tacit. Gardner’s examples (1995) of this type are Ronald Reagan when he was president of the United States and Margaret Thatcher when she was prime minister of the United Kingdom. They both, Gardner has argued, tapped into latent beliefs and desires of their respective constituents, beliefs and desires that support a free-market system, that oppose socialism and prefer capitalism, and that provide people with a feeling of freedom and choice. In the corporate world, innovative leaders might surface a strong desire on the part of employees to be more collaborative as opposed to competing with others in the organization, and to be more involved and engaged in the business, or to be a participant in changing the organization

Insight from the Primal Personality Assessment® is used

as the basis for leadership communications platforms that

resonate because they appeal to the intrinsic motivations

of employees and other important stakeholders.

14



COMPARED TO LARGE, MATURE CORPORATIONS STIFLED BY BUREAUCRACY AND

TRADITIONS, STARTUP COMPANIES ARE UNIQUELY POSITIONED TO LEVERAGE

RECENT BREAKTHROUGHS IN ORGANIZATIONAL PSYCHOLOGY TO CREATE AND

SUSTAIN HIGHLY-MOTIVATED TEAM CULTURES THAT SPAWN PRODUCTIVITY,

CREATIVITY AND LOYALTY.

Conclusions

• INSPIRING TALENT AND TEAMS: Most startup and

emerging companies are pursuing the wrong path to

building and inspiring their talent and teams; they are

missing the opportunity to gain critical competitive

advantage by applying the same disruptive mindset to

hiring and employee engagement as they do to product

development.

• STARTUP COMPANIES ARE UNIQUELY POSITIONED:

Compared to large, mature corporations stifled by

bureaucracy and traditions, startup companies are

uniquely positioned to leverage recent breakthroughs

in organizational psychology to create and sustain

highly-motivated team cultures that spawn productivity,

creativity and loyalty.

• THE GAME-CHANGING OPPORTUNITY is to leapfrog

past competitors by identifying and tracking the

most insightful data points — the precise motivations

that actually drive individual and group behavior and

decision-making. Adopt a motivational leadership

approach based on understanding the motivational

profile of employees and creating an ideal employee

motivational mix to build and retain a committed,

winning team.

• THE PROCESS FOR BECOMING A MOTIVATIONAL

LEADER: 1) Recognize that company culture is critical

to business success; 2) Understand how motivational

leaders inspire others and why narcissistic leaders fail

to connect and engage; and 3) Use breakthrough tools

(i.e., the Primal Personality Assessment®) to understand

and access employee motivations.

• SATISFYING INTRINSIC MOTIVATIONS (i.e., deep,

personal values and beliefs) is most effective. By

contrast, external motivations (e.g., tangible rewards

such as pay, approval, punishment) are least motivating.

• THE VALUE OF USING THE PRIMAL PERSONALITY

ASSESSMENT®: It generates an insightful roadmap

for satisfying each employee’s intrinsic motivational

needs so they can be more productive, creative and

committed. It also enables company leaders to create

and replicate a “winning team formula” by recruiting and

composing teams of people with the right complement

of motivations in order to optimize performance and

loyalty.

• SUCCESS MEANS BEING IN SYNC: To be successful,

a company’s vision and mission must reflect the

motivational desires of the team charged with making it

happen. Otherwise, people are just showing up for work.

• LEADERSHIP COMMUNICATIONS ARE CRITICAL TO

ACHIEVING MOTIVATIONAL BUY-IN. Studies have

shown that communications are far more powerful

and persuasive when messages are framed in terms

that fulfill a target group’s intrinsic motivations versus

extrinsic goals.

15



Amabile, T.M. (1996). Creativity in Context. Boulder, CO:

Westview Press.

Bershidsky, L. (2013). Why are Google employees so

disloyal? BloombergView, July 29. bloombergview.com/articles/2013-07-29/why-are-google-employees-so-disloyal-, retrieved May 29, 2015.

Bersin, J., Agarwal, D., Pelster, B., & Schwartz, J. (2015).

Introduction: Leading in the new world of work. Global Human Capital Trends 2015, Leading in the new world of work (2-14).

Deloitte University Press.

Branham, L. (2012). Why you should care about why

employees’ leave. TLNT, August 21. tlnt.com/2012/08/21/why-you-should-you-care-about-why-employees-leave/, retrieved May 29, 2015.

Brown, D, Chheng, S., Melian, V., Parker, K., & Solow, M. (2015). Culture and engagement: The naked organization.

Global Human Capital Trends 2015, Leading in the new world of work (35-41). Deloitte University Press.

Burke, W.W. (2011). Organization Change and Practice (Third

Edition). Thousand Oaks, CA: Sage Publications.

Burton, K.D., Lydon, J.E., D’Allesandro, D.U. & Koestner, R. (2006). The differential Effects of intrinsic

and identified motivation on well-being and performance:

Prospective, experimental, and implicit approaches to

self-determination theory. Journal of Personality and Social Psychology, 91, 750-762.

Cameron, K.S. (2008). Paradox in Positive Organizational

Change. The Journal of Applied Behavioral Science, Vol. 44,

No. 1, 7-24.

References and Suggested Readings

Colvin, G. (2015). How to build the perfect workplace.

Fortune, March 5. fortune.com/2015/03/05/perfect-workplace/, retrieved June 13, 2015.

Deal, J.J. & Stawiski, S., Gentry, W.A., Graves, L., Weber, T., & Ruderman, M. (2013). Motivation at work:

Which matters more, generation or managerial level?

Consulting Psychology Journal: Practice and Research,

Vol. 65, No. 1, 1-16.

Gagne, M., Deci, E.L. (2005). Self-determination theory

and work motivation. Journal of Organizational Behavior, 26,

331-362.

Gagne, M., Forest, J., Gilbert, M., Aube, C., Morin, E., & Malorni, A. (2010). The motivation at work scale:

Validation in two languages. Educational and Psychological Measurement, 70, 628-646.

payscale.com/data-packages/employee-loyalty/ full-list, retrieved June 1, 2015.

pwc.com/hr-analytics, retrieved June 1, 2015.

Ignatova, M. (2014). 56% of professionals rank talent

brand as top factor when picking a job. LinkedIn Talent Blog, April 1. talent.linkedin.com/blog/index.php/2014/04/employer-brand-stats, retrieved

June 4, 2015.

Judge, T.A., Bono, J.E., Erez, A., & Locke, E.A. (2005).

Core self-evaluations and job and life satisfaction: The role

of self-concordance and goal attainment. The Journal of Applied Psychology, 90, 257-268.

Lorenz, M. (2013). What’s the cost of a bad hire? A global

perspective. Talent Advisor Portal, May 8. thehiringsite.careerbuilder.com/2013/05/08/whats-the-cost-of-a-bad-hire-a-global-perspective, retrieved June 1, 2015.

16



Otis, N., & Pelletier, L.G. (2005). A motivational model of

daily hassles, physical symptoms, and future work intentions

among police officers. Journal of Applied Social Psychology,

35, 2193-2214.

Pelletier, L.G., & Sharp, E. (2008). Persuasive

communication and proenvironmental behaviours: How

message tailoring and message framing can improve

the integration of behaviours through self-determined

motivation. Canadian Psychology, 49, 210-217.

Petty, R.E., & Cacioppo, J.T. (1986). The elaboration

likelihood model of persuasion. In L. Berkowitz (Ed.), Advances in experimental social psychology (pp. 124-194). New York:

Academic Press.

Ryan, R.M., & Deci, E.L. (2001). On happiness and human

potentials: A review of research on hedonic and eudaimonic

well-being. In S. Fiske (Ed.), Annual review of psychology

(pp. 141-166). Palo Alto, CA: Annual Reviews.

Sheldon, K.M., & Elliott, A.J. (1998). Not all personal goals

are personal: Comparing autonomous and controlled reasons

for goals as predictors of effort and attainment. Personality and Social Psychology Bulletin, 24, 546-557.

Sheldon, K.M., & Elliott, A.J. (1999). Goal striving,

need satisfaction, and longitudinal well-being: The self-

concordance model. Journal of Personality and Social Psychology, 76, 482-497.

References and Suggested Readings CONTINUED

Shontell, A. (2015). Startups are blowing $1 million

a month and it’s getting ‘frightening,’ warns Silicon

Valley investor Sam Altman. Business Insider, April 20.

www.businessinsider.com/sam-altman-email- startup-burn-rates-are-frightening-2015-4,

retrieved May 29, 2015.

Vansteenkiste, M., Lens, W., & Deci, E.L. (2006). Intrinsic

versus extrinsic goal contents in self-determination theory:

Another look at the quality of motivation. Educational Psychologist, 41, 19-31.

Vansteenkiste, M., Simons, J., Lens, W., Sheldon, K.M., & Deci, E.L. (2004). Motivating learning, performance

and persistence: The synergistic effects of intrinsic goal

contents and autonomy-supportive contexts. Journal of Personality and Social Psychology, 87, 246-260.

17



Contact for More Information

To learn more about the Primal Personality Assessment,® contact:Sean K. Murphy

Managing Partner

Leadership Counseling Services, LLC

[email protected]

18

Leadership Counseling Services, LLCPrimal Personality Assessment®



the entrepreneur’s guide to building a winning...

Documents