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February 2020

5 Key Things to Remember About Motivation Part 3: Performance

Man-wearing-white-sweater-and-black-shorts-about-to-run-936094

The intention of these articles is to provide you with five key aspects of motivation that will help you, and perhaps your team too, understand what motivating people is really all about. Each article will tackle a new aspect in five-part series.

 

In our last blog, we covered how motivation and staying motivated can improve our quality of life in a number of ways. In this article, we’ll be covering the third aspect of motivation: the way it enhances performance.

 

Performance

 

When it comes to performance, most managers and business leaders prioritise strategy and skills, neglecting the all-important third crucial ingredient: motivation. You can have direction and strategy, and you can have all the skills and knowledge in the world, but without motivation, it isn’t going to go very far. Think of it this way: in the first article of this series, we compared motivation to fuel. To extend the metaphor, we’re all like cars: engines that require physical fuel to keep us going, but also, as human beings with more complex needs, we also require emotional fuel. With strategy, we know where the car is going. With skills, we have some unique driving techniques that can help us steer through challenging weather conditions, for example. But without fuel, the car is still going to grind to a halt without progress.

 

Motivation and performance go hand in hand. Performance produces productivity, and productivity, if rightly applied, creates profitability. I believe that we should be in the business of motivation, first and foremost, to motivate people, because, as mentioned in the previous article, it enhances our quality of life: our ability to open and frank conversations, our self-insight into our needs, and our energy levels. However, the fact remains that we live in a world of business, and where profit is king, and it needs to be made clear that motivation is not just an airy fairy conceptual thing that’s “nice” for people: it creates cash.

 

The way it does this is by enhancing the productivity of every employee. According to the Pareto Principle, our best people will be four times more productive than our average staff, and sixteen times more productive than our worst performing employees! Isn’t that crazy? Some people are doing literally sixteen times the amount of work as others in the same job! However, with Motivational Maps, our solution is not to “fire” the less productive staff and hope we can replace them (or at least, certainly not as a first resort). Rather, it’s to see if we can’t improve their productivity by raising their motivation levels. This way, the improvement is exponential, and mitigates the high costs associated with redundancy, recruitment, and training.

 

But “profitability” is not something that appeals to the majority of people. Managers expect staff to get “excited” about turning a profit (which most staff will never see any benefit from, I might add), but the fact is, according to Maps, in a sample of over 5000 staff in 10 sectors, only 7.7% had money, or the Builder, as their number one motivator, whereas 40.8% had making a difference, or the Searcher as their number one. So, I would argue that managers and business owners should shift their language to talking about performance. Performance is the meeting point between the employee and employer, and hence why both parties should want it! We may want employees to be productive because we have sales deadlines or targets, but the reality is that it is far healthier for the employee themselves to want to perform to a high level for their own self-esteem. Motivation and self-esteem are both correlated to business performance, which in turn leads to productivity and profits. But motivation lies at the root of all these things, so if we don’t fix motivation, none of the other can follow. We have to address that first. Most businesses find this an alien concept. They try to address the profits first (normally by making redundancies or cost-cutting). But no, we have to tackle motivation first and foremost because it’s the first step in the chain.

 

How does this process work?

 

It works because when people are working in an environment, or completing tasks, that align with their motivators, they feel a sense of “rightness” and affinity. Most businesses ask employees to uphold the “principles” of the organisation, but rarely define clearly what those principles are, and worse yet, often are hypocritical and fail to embody them themselves. For example, they tell staff that they want them to be “accountable”, but whenever the organisation’s upper management do something wrong, it seems inevitable those working under them get the flack. Or, they want employees to “be in it for the love not the money” but precede to underpay the employees and overpay the management. This all may seem very obvious, but it is amazing how many organisations fail to uphold their own principles, or even accurately define them.

 

How does this connect with motivation?

 

Well, principles are ultimately connected, and stem from, values. And our values are determined by our deeper motivations. For example, if our principle is: “I always help people when I can”, that connects to a value of “looking out for others”, which may boil down to the Searcher (or even the Friend, but we’ll run with Searcher here) motivator: “Making a difference”. The Searcher motivator might express itself in a number of values. For example, I tend to find that people with high Searcher motivators are normally the ones who care about the environment and other major global issues – because that drive to “make a difference” scales. Now, imagine that someone with high Searcher, which we’ve established is all about helping others and making a difference, were working in retail, the fashion industry. Imagine they’re working at one of the businesses that has been exposed for utilising slave labour, and eco-unfriendly materials and production methods, to produce their clothes. Now, this is distressing for anyone with a conscience, don’t get me wrong, but people with other motivators in their top three will more easily be able to rationalise and detach from the situation. For example, they might say: “Well, it’s really bad the organisation is doing this, but I need the money, and at the end of the day, I am not responsible for this process, I just work on the shop floor. When I am able to move job, I will, but for now, I just need a revenue stream, and this doesn’t reflect who I am.” Of course, the thought pattern will likely not be as articulate and clear-cut as that, but you get the idea! However, for the Searcher, this would be much more difficult. Our value systems, and motivators, are buried very deep and in some way are a reflection of who we are (though they can change over time as we grow), so to go against the grain challenges us on a moral and ethical level.

 

We might find similar comparisons, with, for example, a high Creator motivator working for a bank. Banks are, by definition, not creative (except in that negative sense of creating rip-off products for their clients). They do not – or should not - take avoidable risks, and often have survived hundreds of years by “playing it safe”. For a Creator motivator, this is a living hell. Someone else in this scenario might be able to rationalise: “This is only temporary; I need the money. I’ll just commit to my hobbies outside of work hours.” But for the Creator, this will not work long term, because they are effectively trying to operate in an environment that is attacking their value system on a daily basis: very de-motivating to say the least!

 

But, when the reverse of all this is true, when we work in environments and with people that do align with our motivators, then we really can and do internalise the organisational value system as our own. For example, a Defender motivator – those who value security – might love working at a bank and take their cautionary approach to heart. Employees will live the values of the organisation if they are aligned. And when they do this, their productivity will soar, because they will be working on the organisation’s projects with the same passion and commitment they might work on their own hobbies.

 

Now, you may think, is this simply a lucky-dip then? Do we just have to find the right people that match the organisation and get rid of the rest? Well, not exactly. Though an organisation will have an overriding character and value-system, within a job-by-job basis, we can have variation and approaches targeted to the individual. For example, if the bank had a marketing department, and there was a Creator motivator within that, the language utilised around the Creator might be tailored: “You’re the most creative person in the building, we need you to make things interesting!” This might change the Creator’s viewpoint entirely. “Yes, I work for a company that isn’t very creative, but they value me because I bring something different to the team. I’m the wildcard!”

 

The acclaimed British director Christopher Nolan introduced the wider world to the concept of “inception”, of planting an idea in someone else’s mind. But even without sci-fi wizardry, we can achieve this. By feeding the motivations of others, we make them feel like the organisation is their own, and when people feel that way, they will perform to incredibly high levels. This performance in turn will lead to productivity.

 

So, the moral of the story is this: focus on performance, and on motivation; focus on putting fuel in the tank of the car. The profits will follow.

 

***

 

Tune in for further entries in this blog series to discover more about motivation!

 

Want to discover your motivators? You can also discover them yourself, or get close to it, by doing a few simple exercises. I have created a nine-part blog series Unlocking Motivation, to help take you through this process. It’s completely free, and will tell you a hell of a lot about the Maps and what they’re all about. To get started, you can go to part 1 here.



Alternatively, for a deeper dive into the language and metrics of motivation, as well as a Motivational Map code for a pin-point accurate motivational profile, you can buy Mapping Motivation: Unlocking The Key to Employee Energy and Engagement.


Interview with a BP #8: Paul Ward

What I found that was really interesting is that meeting a potential client for a coffee, without the Map, and trying to get them to go in for some coaching work with me, that was challenging. But if I mapped them, then sat down with them and had a conversation, I was far more likely to enter a coaching relationship with them.’

Becoming a Business Practitioner is a big step, but the rewards are also tremendous. We wanted to speak with our BPs and get a sense of what they felt the biggest challenges and rewards of being a BP were, as well as foreground the amazing work they do. This interview with Paul Ward is our eighth instalment, revealing the secrets of life as a BP and the incredible difference they make in the Maps community and beyond.

Paul Ward 1

 

Paul Ward is an International Executive Coach working with Business Owners and senior managers. He is the Founder of Solace Coaching, a qualified trainer of NLP, and Business Practitioner of Motivational Maps.

 

TOP MOTIVATOR: SEARCHER

HR Searcher

 

When I asked Paul what his top motivators are, his response intrigued me: ‘I recall the first Map that I completed.’ I found this to be an unusual way to approach the question of what his top motivators were. It shows how important, and powerful, tracing the narrative of our motivational profile – and hence our shifting priorities and energy levels – can be. As a coach, he is used to seeing those journeys in his clients. ‘Though I can’t remember the specific order, I do remember it was when I was doing my NLP Practitioner week. It was a bit of a “dark time”. I was between jobs, in a sense. I’d taken up a role when I met Bevis and started up this journey, that promised riches and glory, and that was selling double-glazing! They were telling me it’s this easy: You read a script, turn up at their door, read another script, then take their money from them. But I realised (a) I really didn’t enjoy doing it and (b) I was particularly poor at it. It was that thing that the Maps often reveals: the role doesn’t interest me, it pushes against my values. I wanted to help people not rip them off. So, though I don’t remember the order, I remember I was something like 21% motivated! To be honest, you didn’t have to be a specialist to look at me and say “That guy’s not motivated”, but it was a nice clear evidence of what was going on with me. In terms of my profile now, Searcher is always at the top. Spirit usually second or third. And most recently, and this keeps coming in and coming out of the top three, is Expert. Depending on where I am and what I’m doing!’

 

I remarked that this profile is probably ideal for his current role as a coach and trainer. He works for himself, which feeds independent (Spirit); he gets to demonstrate and pass on knowledge to the people he is training (Expert); and he makes a different to people by empowering them with skills (Searcher). However, Paul observed that the fascinating thing about the Maps today are the ‘completely different backgrounds and industries coming to the Maps. For example, if you’re a Personal Trainer, you know everyone comes to you saying: “I want to lose weight. I want to eat healthy.” So, you give them a routine, and they don’t stick to it. But if you have the inside knowledge if what motivates them and the NLP tools, you can then deliver something to your client and they stick to it.’

 

There are so many unconventional applications of the Maps emerging, which is really exciting. Whilst the Maps tend to be thought of as a recruitment and retention tool, the possibilities are almost endless in terms of how they can be integrated into a myriad of people-processes. Thinking about how people-focused they are, I wondered whether NLP was a big part of the Maps process for Paul:

 

‘For me personally, yes. When I first met Bevis (on the Senior Practitioner team), eight years ago now, he and I were discussing NLP. That’s what brought us both together first of all. We met at a networking-type event. His first email after that event was talking about NLP, but it also had a link to complete a Motivational Map! So, I went around to his office, which back then was just at his house, and he laid out these cards in front of me with the Nine Motivators on them while he was making me a coffee! He asked me, before I’d seen my Maps profile, where I thought my motivators were. Although I’d started out with the intention of developing my NLP, I trained in the Maps at the same time, and the two have always been hand in hand right from the beginning.’

 

Paul outlined how the questioning-style of Neurolinguistic Programming allowed for deeper insight when looking at Maps profiles: ‘I was talking to someone this week, a client down in London, who has recently done her NLP training. She works in the restaurant business, so has a high turnover of staff. She was talking to me about the possibility of using Maps in the organisation, but not me doing it. She wanted to train in the Maps and run them herself. She was asking whether she thought the NLP would help with the Maps and I said: “Absolutely, it will enhance the Maps, because the fact you have your NLP practitioner skills, this different style of questioning, will make feedback far more powerful.” I expect we’ll have Maps in a restaurant in London very soon!’

 

I remarked that hospitality, and particularly restaurants, are a very demotivating environment. I myself worked in a call centre for several years, answering one-hundred and fifty phone calls a day. ‘Keeping somebody motivated when they’re serving the general public can be a challenge, put it that way!’ Paul said. ‘I can really relate. Because I worked in the retail industry, which has a similar problem. You always seemed to have two extremes in the core team: the people who had been there fifteen years and it was just a part-time job for them. Or, you’d have people, sixteen years old to early-twenties, for whom it was just beer money. I was one of those when I started!’ It seems to me that hospitality, customer service, and retail are an untapped reservoir for Mappers. With growing dis-engagement in the workplace, and a desperate need to motivate and retain people, there could be a burgeoning opportunity here.

 

I asked how Paul transitioned from holding down a day job, to a fully fledged Business Practitioner with Maps. ‘When I first started with Maps, I was a bit of a slow burner at first. I was still working in the retail environment. I was working as an Area Manager for a charity. I was using Maps within my organisation, to help me understand my team better. Because I was still employed, and not a coach, I only used them here and there. It took me a long time to transition from a Licensed Practitioner of Maps, using them once in a while, to signing up for a Business Practitionership and using more Maps. But what I found that was really interesting is that meeting a potential client for a coffee, without the Map, and trying to get them to go in for some coaching work with me, that was challenging. But if I mapped them, then sat down with them and had a conversation, I was far more likely to enter a coaching relationship with them. Funnily enough! So that became my go-to method of engaging with potential clients.’

 

I asked whether he was interested in taking on larger-scale projects.

 

‘I went on a bit of a different tangent to a lot of associates I know who use the Maps. I still, to this day, only really use Maps one-to-one. I don’t tend to do the big projects. Groups of no bigger than usually ten is what I’m used to. Mostly what I use Maps for is as a doorway into coaching. That’s what led me to discuss with Bevis the option of transitioning to a BP. I was networking with a lot of coaches, consultants and HR managers, and telling them about the Maps and how great they are and how I use them, and mapping them – so they received and understood the benefit of a Map – but they were not turning into coaching clients. I asked myself what I could do: these people would really benefit from using Maps themselves. So therefore it seemed an obvious transition for me to step into a BP for me to develop, promote, push Licensed Practitioners of my own.’

 

I observed that this allowed Paul to maintain his one-to-one focus, but still grow his business. ‘I’ve been very focused on who I am, my presence as a trainer, as a facilitator. I take this role quite seriously. I’m passing information on, so I need to know my stuff!’

You can find out more about the work Paul does by heading over to Solace Coaching

 

 


5 Key Things to Remember About Motivation Part 2: Quality

 

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The intention of these articles is to provide you with five key aspects of motivation that will help you, and perhaps your team too, understand what motivating people is really all about. Each article will tackle a new aspect in five-part series.

 

In our last blog, we covered what motivation is, why it’s important, and how it is often invisible to us. In this article, we’ll be covering the second aspect of motivation: the quality it brings to our lives.

 

Quality

Motivation is a hidden force that drives us. Often, we only start taking notice of motivation when we feel its lack. Motivation is energy. Though it is invisible and intangible, we do experience motivation physically in the form of energy. Without motivation, our lives lack zing, our business ventures lack drive and frisson; without motivation, we are like sick people, struggling to get through the ordeal of each and every day; with motivation, we become stress-resistant, immunised, and on top of everything.

 

I think the analogy of being “sick” without motivation is very pertinent, because as I said, we only tend to start noticing motivation when it’s gone, in the same way we take for granted our physical faculties and only notice the beauty of being able to run in the free air when we are incapable of doing so.

 

So, motivation is “quality” partly because it provides quality to our lives. In fact, we often use the phrase in the medical world: “quality of life” as a metric of how well we have recovered from a surgery, illness, or conditions resulting from old age. Yes, someone might live to one-hundred years old, but what is their quality of life like? That’s the key thing to think about. I think most of us would probably rather live to sixty and have a high quality of life right to the last moment, than live to one-hundred and have the last forty years feel like painful drudgery.

 

So, how does motivation improve the quality of our lives?

 

Firstly, when we are energised, we feel like we can face any problem. We become resilient and adaptable. Many experts and psychologists advocate that we need to focus more on changing our internal world and how we respond to negative events rather than trying to change the external world itself. It’s the mindset that determines how deeply certain setbacks or challenges affect us. This is all very well, and I heartily agree, but there is little in the way of advice on how to do this. It’s one thing to think it. But when bad things happen, we’re not really thinking: most of the time we’re in an emotional place (to put it another way, we’re in the heart not the head).

 

However, when we are highly motivated, and our motivators have been met – we view challenges differently. The idea of this is not to try and change your thinking when disaster strikes, but rather to steadily build up your defences before you need them. By doing things that feed your motivators, and build your energy, you are giving yourself the resources necessary to tackle challenges and find creative solutions.

 

The second way in which motivation improves quality of life is via relationships. One of the number one problems with any relationship, and as any Hollywood screenwriter noted for their dialogue will tell you, is communication. More often than not, we feel like we are talking at complete crossed-purposes with our colleagues at work, our managers, bosses, and even friends and family. We don’t see “eye to eye” because our values and priorities are completely different. And where do these values and priorities stem from? Our motivators. However, the beauty of the Motivational Map is it provides a shared language with which to discuss these differences in a non-judgemental way.

 

For example, let’s say you have a CEO and a brilliant Graphic Designer in a room. The Graphic Designer is very high Creator motivator (so they like to make new things) and very low Builder motivator (they don’t care about money). Now, with that kind of profile, this person is very likely to consider themselves an artist. They aren’t looking for profit, they’re looking to create spectacular things and be recognised for doing so. They are in a relatively good job for their motivational profile, but this isn’t always the be all and end all as we’re about to discover.

 

Now, let’s look at the CEO.

 

Let’s say the CEO is the other way around: very high Builder motivator and very low Creator. Again, a pretty good fit for the job in some ways. But, immediately, this is going to create conflicts with the GD. Every time the CEO flashes the cash (they drive into work in their super-car and expensive suit), or talks about the profitability of the business, that’s going to royally hack the Graphic Designer off. That is not “speaking their language”. Some of you might say: “Well, the CEO is paying his wages, so the Graphic Designer should just put up with it” and there’s some degree of truth in this, that one should never bite the hand that feeds. However, it’s equally true that the Graphic Designer is essential to the function of the business, and if he leaves, the company will not be able to operate until they get a new one, and even when they do, they will not know the company’s systems very well and will likely not be as creatively talented as their forbearer because – as we’ve established – our Graphic Designer considers themselves an artist and hence this is more than a job to them.

 

Similarly, every time the Graphic Designer starts experimenting and talking about crazy creative ideas, that is going to annoy the CEO, because he just wants the business to work like clockwork. It’s not that he’s greedy, it’s just that he has worked hard and fears losing competitive edge by getting sidetracked by all these new creative ideas that he can’t see the usefulness of. He doesn’t want to have to think about creative questions. He recognises the GD is a hard worker, but he wishes he would just be more focused.

 

Now, without Maps, this is a blow-up waiting to happen. Either the Graphic Designer is going to get fed up and leave, probably joining a smaller organisation that “gets” his artistic nature. Or, the CEO is going to put pressure on the GD to change, and impose rules and restrictions that eventually lead to redundancy. But with Maps, with motivation, the two can now understand where the other is coming from. Each has “access” to the language the other prefers. The Graphic Designer can say: “I spent an hour this morning on a new creative project that, down the line, could save us x amount of money.” And the CEO can say: “I know this is a bit boring, but your design for x advertisement was the most financially successful, so if you could do more of those, maybe play around with a few different interpretations, that would be brilliant. Take the morning off your other projects to do that if you like.”

 

Many of you reading this probably wish you could have this kind of interaction with your colleagues, bosses, and managers – but it feels like an impossible goal. It isn’t. This is an achievable reality. Maybe not overnight, but over time and with hard work. Motivation improves the quality of our relationships tenfold. Even without specifically mapping people using our tool, Motivational Maps, you can still make educated guesses as to the motivators of people in your team, and respond in kind. Why not try it at your next team meeting? Spend an evening working out what the top two motivators of each person you work with are, and then the next day act accordingly: you might be surprised as to the result.

 

Motivation is, of course, not as black and white and simple as in this example. As I’ve mentioned in other articles, we are not “one” motivator but a combination of nine in different orders and with different weighting that makes each profile and person unique. However, the 80 / 20 principle is certainly a key thing to bear in mind. If we focus on the 80 percent, the top few motivators that make the biggest difference, we can see drastic improvement in our energy and relationships, and therefore, our quality of life.

 

Thank you for tuning in!

 

***

 

Tune in for further entries in this blog series to discover more about motivation!

 

Want to discover your motivators? You can also discover them yourself, or get close to it, by doing a few simple exercises. I have created a nine-part blog series Unlocking Motivation, to help take you through this process. It’s completely free, and will tell you a hell of a lot about the Maps and what they’re all about. To get started, you can go to part 1 here.



Alternatively, for a deeper dive into the language and metrics of motivation, as well as a Motivational Map code for a pin-point accurate motivational profile, you can buy Mapping Motivation: Unlocking The Key to Employee Energy and Engagement.


5 Key Things to Remember About Motivation Part 1: Invisible

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The intention of these articles is to provide you with five key aspects of motivation that will help you, and perhaps your team too, understand what motivating people is really all about. Each article will tackle a new aspect in five-part series. 

 

But first, what is motivation? It seems a simple question, on the surface, but as soon as one thinks about it a little longer, we realise that it is not straightforward. Motivation is a slightly nebulous concept and there have been many definitions over the years. For example, motivation is about “goal pursuit” or “the reason for doing something.” However, I find these definitions to be largely inadequate, especially when it comes to measuring an individual, team, or organisation’s motivation, which is the name of the game. 

 

As a society, I think our perception of motivation has been warped over time. It evokes athletes pushing their bodies to the limit and advertisement for sports drinks. However, this is not what motivation is about. Yes, there are certain individuals who can motivate themselves to do extreme things, and there are others – gurus – who can motivate othersto do one-off challenges that might seem frightening or even ludicrous, but this says nothing of our day-to-day personal motivation. Why do some people wake up energised and willing to go to work, and some don’t? Why are some people fulfilled by what they do (a small number of people relatively speaking, but significant), and some people trapped in a paroxysm of negativity? Why are some people motivated and some not? 

 

And why is motivation so important? Because motivation leads not just to greater happiness (which is perhaps the ideal outcome for the individual) but also increased productivity and performance (which is perhaps the ideal outcome for the organisation or employer). The British attitude of “grin and bear it” is particularly unhelpful here. It encourages us not to listen to how we really feel about things, to keep on doing the same things that demotivate us and drain our energy. Ah, I have let the word slip. Motivation is energy. It’s our fuel in the tank that helps us achieve what we want. And, to keep our motivation levels and energy high, we have to learn how to feed our motivators. 

 

Much like cars, our motivational engines require different types of fuel. There is no “one activity feeds all” approach that so many gurus claim to have discovered. We each have nine motivators, though they are ranked in a priority order. Our top motivators determine the type of fuel that is most effective for kick-starting our “engines”, though, the lower motivators can be very important too in certain circumstances. By discovering our motivators, we can learn how to feed our engines more effectively and keep us motivated through whatever storm, whether it’s technological displacement, societal changes, changes to our working conditions or management, or even personal struggles. 

 

So, onto the first aspect of motivation… 

 

It’s invisible

 

Like love; it’s easy to think we have motivation when we haven’t. It’s also easy to think it’s not important, but it is. Just because we can force ourselves to do jobs we take, or cope in environments that are detrimental to our health, doesn’t mean we should! Motivation is conceptual even though it does have a physical manifestation in that we feel energy levels. Therefore, getting someone to come into your organisation and talk about motivation is never going to be a hundred percent effective. For one, each employee will have a different definition of what motivation is. Secondly, only some of your employees will find talks motivating in and of themselves. Remember I said that each motivator (of the nine) needs a different type of fuel? Each motivational profile is made up of unique cocktail of these nine motivators in different quantities, if you will. Therefore, an Expert motivator is far more likely to find talks motivating and engaging, than, for example, a Friend motivator. 

 

In addition, away-days and activities – such as company-organised paintballing or a special night out on the town – are also never going to work long term. They can temporarily boost motivation, don’t get me wrong. But it often wears off after a few weeks, and the return to normality can sometimes be so brutal that it actually causes motivation to lower, a bit like artificial economic spikes that then lead to long term slumps. Again, certain motivators will find these events more motivating than others (here, the Friend might be in their element) but others might find it less so or evenly actively de-motivating (such as the Spirit). 

 

Sometimes, you don’t need a tool or an expert to see someone is de-motivated, it’s true. You can take one look at someone’s body posture and listen to the way they’re talking and realise something is deeply amiss and they are likely to either leave the company or continue a downward performance spiral. However, by the time it gets to that point, it is often too late. You need to pre-empt motivational slumps and help people to re-align their day-to-day work activities with their motivational profile, so they are getting the fuel they need. 

 

This is why, above all, we need visibility. We need to make the invisible visible. That is what our tool, the Motivational Map, achieves. It makes motivation, which was previously intangible, tangible. It provides a numeric metric that is clear and easily understood. It not only tells you to what extent someone is motivated (with a percentage) but also the extent to which each individual motivator is met and, perhaps most importantly, what order that person’s nine motivators fall in. 

 

The Maps is not prescriptive, however. This is not a psychometric test where you get your results and say: “Yeah, that sounds like me” and nothing comes of it, or, worse, you feel like you’ve been put in a box. For one, your motivational profile changes over time. Psychometrics measure the 20-30% of your personality thought to be fixed or attributable to biology or “nature”. The Maps measures the 70- 80% that is “nurture” or experiential – and therefore fluctuates. In addition, no profile in Maps is defined by one attribute. Everybody is a nuanced and complex assembly of the nine motivators, which are grounded in Maslow’s Hierarchy of Needs, Edgar Schein’s Career Anchors, and the Enneagram. 

 

So, let’s get some visibility on our motivation levels. Let’s make the invisible visible. Because it’s the invisible things in life (like love) that truly drive us, not the visible. Our desire for money, or to do volunteer work, or to create a new beautiful canvas, are driven by something deeper that is less easy to articulate without scientific tools. In the words of the Ancient Egyptians: “All the world which lies below has been set in order and filled in contents by the things which are placed above; for the things below have not the power to set in order the world above” – Book of the Dead.

 

Thank you for tuning in! 

 

***

 

Tune in for further entries in this blog series to discover more about motivation! 

 

Want to discover your motivators? You can also discover them yourself, or get close to it, by doing a few simple exercises. I have created a nine-part blog series Unlocking Motivation, to help take you through this process. It’s completely free, and will tell you a hell of a lot about the Maps and what they’re all about. To get started, you can go to part 1 here.



Alternatively, for a deeper dive into the language and metrics of motivation, as well as a Motivational Map code for a pin-point accurate motivational profile, you can buy Mapping Motivation: Unlocking The Key to Employee Energy and Engagement.