workplace motivators study guide

Workplace MotivatorsStudy Guide

What You Value = True Motivator

• How important is earning a lot of money to you?

• Which is more important, action or knowledge?

• How important is independence to you?

• Are you a bottom line thinker or more theoretical? Why?

Motivators are a collection of learned attitudes and beliefs

www.odysseyhps.com2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

http://www.odysseyhps.com/

Workshop Objectives

• 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

• Flexible.

• Initiators of behavior.

• Most decisions, reactions and courses of action arises from them.



Motivators in Organizations

• Goal setting• Management development• Building relationships• Making decisions• Communication• Influencing/Selling• Sense of

satisfaction/accomplishment



The Workplace Motivators Instrument

• 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.



Motivators vs. Behaviors



The Six Motivators



Motivation Insights Graph

StrongMy #1 Motivator: ____________My #2 Motivator: ____________

SituationalMy #3 Motivator: ____________My #4 Motivator: ____________

Indifferent or NegativeMy #5 Motivator: ____________My #6 Motivator: ____________

Score Rank

National Mean

KEY



Your Top Two Motivators are Key

• 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

• 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 decisionwww.odysseyhps.com2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED


Theoreticals: Value to the Organization

• Active problem solvers

• Sought after because of knowledge base

• Stable, knowledge-driven ethic

• Knows a little about most everything and is conversant about it

• Has an open-minded approach that comes from broad-based research



Theoreticals: Potential Blind Spots

• 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



Utilitarian Characteristics• 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

returnwww.odysseyhps.com2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED


Utilitarian: Value to the Organization

• Will protect organizational or team finances, as well as their own

• Makes decisions with practicality and bottom-line dollars in mind

• High motivation to achieve and win in a variety of areas

• Highly productive, efficiency focused

• Shows a keen awareness of the revenue – clock, their own and the organization’s



Utilitarian: Potential Blind Spots • Appreciate that not everyone is

highly motivated by wealth

• Learn to hide the dollar signs in their eyes to establish rapport

• Needs increased sensitivity to needs of others

• May not invest in themselves

• Has potential for over-working



Aesthetic Characteristics• 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

• Enthusiastic and willing to contribute to the team in creative ways

• Interested in the totality of a situation• Brings creative ideas to the table• High regard for feelings and emotions

of others• Brings time, talent and creativity to the

tough problems in an organization• Able to see issues and positions from a

variety of sources with a sense of balance



Aesthetic: Potential Blind Spots

• Could use a greater sense of the realistic and practical side of organizational operations

• May need to focus on getting tasks done vs. new solutions to problems

• May get into creative mode too much



Persuade Your Boss

• Could use a greater sense of the realistic and practical side of organizational operations

• May need to focus on getting tasks done vs. new solutions to problems

• May get into creative mode too much



Social Characteristics• 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• 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 • Will avoid confrontation if they think it

could harm the relationship

• Help others even to their own detriment

• Needs to learn to say “no” more often

• May get into teaching/helping mode too often

• May wear themselves out helping others



Individualistic Characteristics• 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• Brings creative ideas

• Not afraid to take calculated risks

• Desires to be an individual and celebrate differences

• Brings a variety of different and energetic ideas to the workplace

• Realizes that we are all individuals and have ideas to offer



Individualistic: Potential Blind Spots

• May spend excess time telling or selling an audience on their uniqueness, rather than discussing the topic at hand.

• May need to listen more and speak less.

• Needs to be aware of the needs of others and job parameters.



What are Sam’s Motivators?

1. Sam is a tough-minded manager2. He expects people to deliver what they commit to

and look for practical solutions3. He’s well regarded by senior levels and works very

hard4. He doesn’t have time for “dreamers” and always

comes in under or on budget5. People say he’s on the “fast track.”



Successful Business Partners



Traditional Characteristics

• 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

• High attention to details

• Focused on what is important to complete the project

• Effective at organizing tasks

• Very reliable and dependable

• Helps bring structure to any project, task or assignment

• 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



Facts About Motivators


Name That Motivator QuizThe: Theoretical Uti: Utilitarian Soc: SocialAes: Aesthetic Ind: Individualistic Tra: 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.


Facts About Motivators


Guess Their Motivators

Richard GereWarren BuffetGeorge Bush

Alan GreenspanMother Theresa

Jane GoodallMaya AngelouJohn Ashcroft

Martin Luther KingBill Clinton


Behavior or Motivators?When conflicts occur:

Is it a behavioral or motivators conflict?

Or both?


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)?


Team Motivators Wheel• 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?


Individual Activity• 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?


Recognizing Motivators

Where do they spend their…

Time Energy Money


workplace motivators study guide

Documents

com2008 odyssey

knowledge basestable

knowledgedriven ethicknows

courses of action

true motivatorhow important

behavior disc

initiators of behavior

time managementcan