3. Jun, 2020

Motivation ~ WHY we do what we do

Forbes Magazine reveals more than 70% of people are dissatisfied with their work situation. And, as many as 90% of graduates leave their first career position within 12-months of appointment.

During the past few weeks, we revisited the four Primary Personalities describing predominant behaviour ~ HOW you and I are programmed to behave.

Today, we overview Motivation, the flipside of the behaviour coin and equally critical to achieiving and sustaining positive emotional and financial outcomes.

Motivation is WHY we do what we do or stop doing what we did and may be defined as ... our reasons for sustaining a particular action viz. what’s in it for you or me, right now?

Personal interaction sets the tone for every outcome inside an organisation as well as in their marketplace and to a greater or lesser extent, all human motivation is *situational, meaning it ebbs and flows as prime motivators are completed or depleted.

For example, if someone's earned income stops, time may not be their best friend as money becomes a prime motivator. If, however, they received a severance package, purpose (job choice) is more likely to be a prime motivator as they have time to chase down a suitable alternative role. Those two particular extensions ~ or poles ~ fall under Financial Motivation (see 2. below).

Research reveals people seek six prime motivators, each with a polar opposite, which can shift *situationally

  1. Theoretical ranging from A) thinking to B) doing
  2. Financial ranging from A) money to B) purpose (see example above)
  3. Aesthetic ranging from A) form to B) function
  4. Social ranging from A) working with people to B) working alone
  5. Interactional ranging from A) collaborative to B) competitive
  6. Regulation ranging from A) worldly protocol to B) higher moral protocol

When plotting someone’s current motivation, it is usual to observe three predominant ‘As’ WITH three predominant ‘Bs’.

For example: appropriately motivated direct salespeople tend toward: 1B (doing); 2A (money); 3B (function); 4A (working with others); 5B (competitive); and, 6A (worldly protocol). Whilst appropriately motivated administrators tend toward: 1A (thinking); 2B (purpose); 3B (function); 4B (working alone); 5A (collaborative); and, 6A (worldly protocol).

So, Why Is Motivation So Important?

There is little doubt that certain personality styles perform more effectively within a behaviour-specific job role (see The MATRIX, 28th April). But, without an obtainable reward system in place, it is probable a personality-placed individual will eventually become dissatisfied and seek another position elsewhere, often with a competitor.

With the above in mind, can you guess why?

To obtain your free Motivation Report (limited to the first 25 respondents) worth £125 (156 US Dollars) or discuss to this paper, text +44 7900 251258 or email info@uetp.co.uk

Complicated IS Easy! Simple IS Hard!

*meaning any particular prime motivator can circumstancially range between the relevent poles as its current position becomes fulfilled or deficient