Runner crossing line

According to TeamStage’s Motivation Statistics: Numbers In 2022, only 15% of employees worldwide feel engaged and 81% of employees are considering quitting their jobs. These figures are pretty staggering, especially considering the diverse job options available in the modern market, the flexibility with working styles, and the way that companies allegedly incentivise their employees with benefits and bonuses. Clearly there’s a disparity between appearances and reality, and even with all the amenities of technology and with modern narratives of inclusivity and “soft touch” management, people are still deeply dissatisfied with their work and seeking change.

Job satisfaction comes from engaging in work in alignment with our motivators. If we know what motivates us, what drives us (another word for this might be: what we truly want), then we can find work that fulfils and fuels us, rather than drains our energy—therefore leaving us among the 85% of people who are disengaged at work!

We at Motivational Maps have a tool that can reveal the motivational profile of an individual, making the invisible visible, so that managers and employees can better align themselves with their inner drives.

But how does this process work? Here are 8 ways Motivational Maps can boost your business!


Motivated employees are more productive (20% more according to TeamStage, but other research has revealed they can be up to 16x more productive!) This is because when we are motivated, we have more energy. When people feel that they are acting in alignment with their motivators, they will always go the extra mile, not because they have to, but because they want to. The paradox most business leaders fail to understand is that in order to get what they want they have to give their employees what they want!

High productivity means high performance. And when staff know that they are performing at a high level, they feel good about themselves. Performing at a high level can become a kind of self-fulfilling prophecy, in that the more we perform, the more we realise we can perform. In teams—properly managed it should be said—this can become infectious, with everyone wanting to be part of an organisation that is truly delivering a valuable service or product.


Companies with actively motivated employees realize a 27% higher profit (TeamStage). It makes sense that the more productive we are, the more we perform, and therefore the more profitable our efforts become. Most organisations sadly focus on efficiency over performance. In other words, they concentrate on making sure the boxes are ticked, the paperwork filed on time, rather than empowering their staff to feel that they can really achieve results.


Employee Experience, or EX, is finally becoming a high priority for most serious business leaders. Mike Sharples and Nicholas Wardle’s new book Monetising The Employee Experience makes a compelling case for the psychological and monetary benefits of looking after staff as your first priority. In the words of Richard Branson, “If you look after your staff, they’ll look after your customers. It’s that simple.”

The core component of Sharples and Wardle’s EX manifesto is motivation—understand what drives your employees and you will very easily be able to engage them, because you know what they want!


Employee engagement and motivation reduces absenteeism by 41% (according to TeamStage’s research). When people are motivated and engaged, they actually want to be at work! We have all met these high-energy people at some point in our lives. Sometimes we wonder “How do they do it? What’s their secret? It must be drugs!” Motivation is indeed very much like a drug, can even be considered addictive in one sense, because the feeling of being energised, focused, and fulfilled is hard to beat.


Even if you are not sold on the idea that increased productivity leads to increased profits, discovering your employees’ motivators can save you money another way. Motivated employees are 87% less likely to resign according to TeamStage’s latest research. This is because their inner drives—their inner needs according to Maslow—are being met.

Motivational Maps is partly based on Maslow’s Hierarchy of Needs. What we call motivators are what Maslow referred to as “secondary needs”—secondary because they develop after the basic physiological needs such as food, water, and shelter have been met. In other words, our motivators are only one step away from the need to eat. No wonder, then, that demotivation—a condition where our motivators are not being met or fed—is such a bad place to be!

Consider your employees’ motivators, then, like the very basics of modern work: a desk or space to work, a cafeteria or a place to eat, and a salary. These things are essential. So are our motivators!


One of the biggest problems most business leaders and coaches face is scaling. Organisations with hundreds of employees are very unwieldy. It’s hard even for the best leaders to get a sense of the individual people operating in the far corners of the business. Coaches only have so many hours. Even if they run large group sessions, not everyone is going to get the attention and time they deserve. This is where technology can help us! Maps, being a digital tool, can infinitely scale. Every person who completes a map receives a 15 page report, packed with information that can help them. Motivational Maps has both Team and Organisational functions which mean that you can easily map an entire organisation. Beyond the basics of helping employees discover their alignments, this can reveal deeper trends and valuable information that can help you solve problems.


Much emphasis has been placed on creating cultures of continuous learning in your business. This is due to the rapidly shifting landscape of business. Whilst I am always wary of fads and trends, it’s fairly impossible to deny we are entering a period of more rapid change than ever before. Technological disruption, explosive exponential growth, these are both blessings and banes we must harness—or else steer carefully around—as we navigate this new era.

Unlike psychometrics, which are fixed and measure the 20% of “the Self” that is fixed, Maps measures the 80% that is experiential and can change. Maps is the nurture to psychometrics’ nature. This is not to diminish the value of psychometrics as some people do find them helpful. Indeed, the Maps is partly based on arguably the greatest psychometric of all: the Enneagram! But I digress.

The fact that Maps measures the 80% of Self that is not fixed means that our motivators can change. We witness this phenomenon every day but previously we haven’t had an accurate language to describe it. For example, why do mid-life crises occur? We often believe these are some kind of “failure of character”, whereas in actuality they reflect a shift in motivation. Perhaps someone grew up in a very poor family and therefore was motivated by money and financial security—but then, having achieved huge financial success by age 50, they no longer feel motivated by this! This means they would have to discover their new motivators, which, without a tool like ours, means a process of soul-searching and introspection that can take years!

Maps are not a one-time experiment that employees smile about for a few weeks then forget. Maps allow business leaders to foster a culture of motivation, high performance, and learning—learning about the Self, about others in their team, and about organisational direction. If you needed any more persuading, check this figure from TeamStage: “An extensive, long-term study shows that companies with the best corporate cultures, which embrace comprehensive leadership initiatives and highly value their employees, customers, and owners, increased their revenues by 682%.”


What do we all really want—aside from our motivators met? We want someone to solve our problems! In fact, you might consider our motivators as expressions of the problems we want solving. After all, if we want to belong to a group (The Friend), then doesn’t this suggest we currently don’t feel we belong? If we want financial security (The Builder), then doesn’t this imply we are not currently financially secure?

In business, this could be to do with profit, leadership, expertise/technology, or staff-morale, the list goes on and on (indeed, this could be another blog in itself). Whilst we can’t reasonably claim that Motivational Maps will solve all problems, I will say that often these problems are more interlinked than we realise.

If we ask why our company is not making profit, we probably don’t immediately assume it’s correlated to demotivated staff (in fact we might erroneously believe it is the lack of profit causing the demotivation, not the other way around!), but that is likely the reality. Similarly, if we have problems with staff—misbehaviour, high turnover, poor performance—then we might understandably think that the best thing to do is cut our losses (and in some instances this might be right) and let them go.

Making the effort to discover what is really driving our people is the key to unlocking their performance, however. And we can only do this if we have a tool that can reveal the invisible realm of motivation.

If you would like to speak to someone about Motivational Maps you can find a list of our practitioners HERE


Feed You can follow this conversation by subscribing to the comment feed for this post.

Verify your Comment

Previewing your Comment

This is only a preview. Your comment has not yet been posted.

Your comment could not be posted. Error type:
Your comment has been posted. Post another comment

The letters and numbers you entered did not match the image. Please try again.

As a final step before posting your comment, enter the letters and numbers you see in the image below. This prevents automated programs from posting comments.

Having trouble reading this image? View an alternate.


Post a comment

Your Information

(Name and email address are required. Email address will not be displayed with the comment.)