By definition a successful manager is one who gets the most productivity from the people who report to them. No matter what industry you are in, there is one key to getting the very most from your personnel. If you understand the motivation, what really drives each individual toward success, and you know how to use this information, then you will see consistently higher levels of productivity. This is an obvious statement, but implementation can be more challenging.
Every manager wants to use successful motivation techniques to drive production. These techniques should be a part of a long term strategy, and so, should not use negative short term threats if you want to retain your best personnel and nurture their productivity over time. Threats of time pressure and “take away’s” are not the best management tools in most situations, especially where you are trying to build trust that will in turn bring greater long term commitments to improving your bottom-line.
It should also be said that the very best managers who demonstrate long term success do not usually find a short cut method for learning the keys for motivating their workforce. It takes time, effort, and dedication. Managers who truly care about their personnel build relationships through regular “positive” communication. Discovering your individual personnel’s motivation for success and productivity comes easily for some skilled or intuitive managers and may be a very difficult skill to develop for most managers. Knowing whether your personnel are driven by financial considerations or by other forms of recognition are important keys to learning skills in motivating your staff. People are driven to succeed by several main factors.
A person driven by “Economic or Utilitarian” as their prime motivation, require financial payments that clearly reflect the amount of effort they put into their work. These people would be more successful and self-motivated as salespeople, independent business owners, and entrepreneurs.
This is a different motivation than a person who is driven by “Social” considerations. A “High Social” is a person would wants to be recognized as successful for the “good work” they do for society. These people are motivated by “doing good deeds.”
Some people are driven by their need to understand and want to be recognized for their intellect and cognitive interests and abilities. These people may be labeled as “High Theoretical.” They get most from work that solves problems and celebrates new education or learning.
“Aesthetics” are driven by their desire for nice things, comfortable environments, and lack of discord. They appreciate beauty and their work is motivated by their desire to fill their lives with “beauty” in whatever form most attracts them. (They clearly avoid arguments, anger, and uncontrolled aggressive behaviors.)
Some people are drawn by their need for recognition as “Individuals.” This can be so powerful that they hide this vanity within other values types. For example, these people might require attention drawn to them by their actions in other areas such as being successful in business (Utilitarian) or by being recognized for their good deeds (Social) or for their problem solving and intellect (Theoretical.) They like to be associated with successful people and are driven to be seen in the company of powerful people.
Another main value that can be at the core of people’s motivation is a value labeled as “Traditional.” People who have this value as their main motivation are driven by philosophy or religious beliefs. Though in some cases their behaviors may seem extreme as they try to manifest their deep seeded values, as in fanatical religious expressions, they are motivated by long standing, deeply held belief systems. A “High Traditional” believes that they are right and people who disagree are wrong. They can be profoundly loyal and dedicated to their work if it matches their “cause” or belief system.
These patterns were first described in 1928 by a German Psychologist, philosopher, and educator, Eduard Spranger. He taught that most people are “driven” by their top two values from the list of six previously described. By knowing your own values and the values of the people who you manage, you can understand and motivate your workforce to be loyal and productive.
Today many managers can be aided by targeted assessment such as “Personal Interests, Attitudes and Values” (PIA&V) which was developed for business use by Targeted Training International. This simple, and quick, assessment takes the guess-work out identifying the deeply held values that drive your personnel. With a little coaching, you can learn to apply this knowledge to work situations and make sure that you match the right person to the right job or work team. In some companies, using these assessments prior to hiring personnel can reduce costly mistakes by avoiding placing people incorrectly into situations where they can not or will not succeed.
