Late in 2016, after 18 months of testing, we finally released the new Motivational Organisation Map. What is it? What can it do? And why should that concern you? Or, put more accurately, What’s In It for Me? Perhaps before looking at these questions, vital as they are, one might also consider how does this affect the users and licensees of Motivational Maps generally? Indeed, does it affect them?
Yes, it affects them – or some of them – profoundly, but to understand how we need to go back to the beginning. The original Motivational Map is clearly a personal or a one-2-one product; ideal, in other words, for either personal development and growth, or for coaching and managing. Its focus, then, is on enabling the individual to develop themselves, and so in a sense it is about self-coaching – or for a coach to coach a client, or a manager to coach an employee. In short, the Motivational Map, whether you use it for personal growth or use it in a 1-2-1 situation is at root a tool to enable coaching.
But if we scale the Motivational Map up to a Motivational Team Map, then coaching is still possible, but another key skill is also relevant: training. Now the focus can shift from an individual’s motivational profile and what that might mean, to what the combined profiles of the whole team look like, and how the motivators interact with each other, not just internally, but between people. This is a fascinating area. As I have often observed in the past, we frequently find that many team problems that have been ascribed to one simple factor or another, for example, personality clashes, are not that at all. Instead, they are at root competing motivators, rival energies, that drive in opposite directions. As a result of these competing energies, naturally, people do come to dislike their opposition too – but the core of the dislike may not be personality at all. But motivation. So, faced with a Motivational Team Map, a team may well want the expert trainer in to draw out all the threads of team dynamics that the ‘team Map’ can do.
So, what I am saying, but without being dogmatic or insistent upon it, is that coaching is really suited to the individual map, and as we move towards the team map we find training enters the frame. It should come as no surprise, then, if I say that another key skill comes to the fore when we come to the Motivational Organisational Map.
Just as the team map scales up the individual maps, so too now does the organisation map scale up the team map. In its report on the Data Analysis Table, instead of having the individual scores listed, as we do in the team map, we now have the team scores listed. And this scaling up has some incredible effects.
Before, however, talking about these effects, let’s get on the table what the new skill set is which is crucial to the Organisation Map. From coaching to training and finally, at level three, we need to be consultants. Now don’t get me wrong: of this triumvirate of skills – coaching, training, consulting – we can use any set of them at any stage, and I should know because I have done so. But the fact remains that at the organisation map level, consultancy is where the game is; indeed, where the serious bread is, and where the big difference also resides. It is also true to say that whilst most service providers can easily shift between all three modalities (and don’t we all have to nimble to win business?), it is also true to say that we all have a dominant mode, with a strong secondary bow, and the third skill that may well be average. Speaking for myself, by way of mea culpa, I think my dominant strength as a service provider is in training. So I, too, have to up-skill if I want to utilise the Organisational Map fully! But that said, then, why is consultancy so crucial to the organisation map? It is really because of three key ideas.