Workplace Motivators Study Guide

1. Workplace Motivators Study Guide

2. What You Value = True Motivator Motivators are a collection of learned attitudes and beliefs • 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? www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

3. 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. www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

4. Motivators: The Reason We Act • Flexible. • Initiators of behavior. • Most decisions, reactions and courses of action arises from them. www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

5. Motivators in Organizations • Goal setting • Management development • Building relationships • Making decisions • Communication • Influencing/Selling • Sense of satisfaction/accomplishment www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

6. 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. www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

7. Motivators vs. Behaviors www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

8. The Six Motivators www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

9. Motivation Insights Graph Score Rank Strong My #1 Motivator: ____________ My #2 Motivator: ____________ National Mean KEY Situational My #3 Motivator: ____________ My #4 Motivator: ____________ Indifferent or Negative My #5 Motivator: ____________ My #6 Motivator: ____________ www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

10. 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 www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

11. 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 decision www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

12. 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 www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

13. 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 www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

14. 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 return www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

15. 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 www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

16. 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 www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

17. 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 www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

18. 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 www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

19. 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 www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

20. 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 www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

21. 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 www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

22. 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 www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

23. 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 www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

24. 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 www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

25. 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 www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

26. 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. www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

27. What are Sam’s Motivators? Sam is a tough-minded manager He expects people to deliver what they commit to and look for practical solutions He’s well regarded by senior levels and works very hard He doesn’t have time for “dreamers” and always comes in under or on budget People say he’s on the “fast track.” www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

28. Successful Business Partners • Two people are considering going into business together. • Dave is a high Social and high Theoretical. • Tom is a high Individualistic and high Utilitarian. • What, if any, are the possible conflicts that could arise between these two? www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

29. 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 www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

30. 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 www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

31. 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 www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

32. Facts About Motivators www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

33. Name That Motivator Quiz The: Theoretical Uti: Utilitarian Soc: Social Aes: Aesthetic Ind: Individualistic Tra: Traditional www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

34. Motivators and Listening Having trouble getting someone to listen to you? Focus your communication through that person’s motivators… …they will become all ears. www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

35. Facts About Motivators www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

36. Guess Their Motivators Richard Gere Warren Buffet George Bush Alan Greenspan Mother Theresa Jane Goodall Maya Angelou John Ashcroft Martin Luther King Bill Clinton www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

37. Behavior or Motivators? When conflicts occur: Is it a behavioral or motivators conflict? Or both? www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

38. Recognizing Motivators • How do they define success? • What activities do they do outside of work? • Do they have a favorite phrase (hanging on their walls or on their desks)? www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

39. 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? www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

40. 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? www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED

41. Recognizing Motivators Where do they spend their… Energy Time Money www.odysseyhps.com 2008 ODYSSEY NOT TO BE COPIED OR DUPLICATED