Motivating The Unmotivated.

Motivating The Unmotivated

By Francie Dalton

If you're frustrated in your efforts to elicit the best from each of your employees, chances are it's not that they can't be motivated. It is more likely that the wrong methods are being used to motivate them.

The secret behind motivation is to package what you want from each individual in a way that makes them want to deliver for you. There are seven classic work styles, each of which is motivated differently: commanders, who need control; drifters, who need flexibility; attackers, who need respect; pleasers, who need to be liked; performers, who need recognition; avoiders who need security; and analyticals, who need certainty. Now, here's how to use this knowledge to better motivate your staff.

Commanders are results oriented, aloof, bossy and not terribly tactful. Commanders need to be in a position to take initiative. Delegate substantive assignments to them, and employ a hands-off management style. Articulate the desired result and then stand aside. To motivate the commander, link what you want done to how doing so will improve order, control or results. Understand that the commander wants to be valued and validated for the ability to overcome obstacles, and to implement and achieve results.

Drifters are free-spirited and easygoing, disorganized and impulsive. Drifters are virtually antithetical to commanders. They have difficulty with structure of any kind, whether it relates to rules, work hours, details or deadlines. To motivate the drifter, delegate short assignments with a lot of variety. Provide flexibility such as what they work on, where they work, with whom they work and the work schedule itself. Drifters want to be valued and validated for innovation and creativity, the ability to improvise on a moment's notice and out-of-the-box thinking.

Attackers are angry and hostile, cynical and grouchy. Attackers are often the most demoralizing influence in the workplace. They can be critical of others in public, and often communicate using demeaning, condescending tones or biting sarcasm. Attackers view themselves as superior to others, conveying contempt and disgust for others. Attackers may not be the most loveable employees, but you need to be able to motivate them effectively. Start by identifying what they're really good at, and then put them in positions of using or imparting that knowledge in ways that don't require much interaction with others. Value and validate attackers for the ability to take on the ugly, unpopular assignments no one else wants to touch, and for the ability to work for long periods of time in isolation.

Pleasers are thoughtful, pleasant and helpful. Pleasers are easy to get along with. They view their work associates as extended family members, and have a high need for socialization at work. Unable to handle conflict, pleasers can't say "no" to the requests of others, developing instant migraines or stomach problems to escape having to deal with negativity. Motivating pleasers is pretty simple and direct -- just let them know that doing whatever you ask will make you happy. The more difficult thing is to manage their tendency to subordinate what's best for the company to the maintenance of relationships. To manage this, you'll need to continually stress the concept of the "greater good." Value and validate pleasers for the way they humanize the workplace, and their helpful, collaborative work style.

Performers are witty and charming, jovial and entertaining. Performers are often the most liked personality in the workplace. They are the first to volunteer in public venues, and the last to deliver on their promises. Performers can be self-promoting hustlers who use others as stepping stones on a path to stardom, avoiding accountability for negative outcomes by distorting the truth and blaming others. Motivating the performer requires that you link recognition and other incentives, such as high-profile assignments, to improved teamsmanship. Value and validate performers for the ability to establish new relationships, and persuasive and public speaking skills.

Avoiders are quiet and reserved. Avoiders are the wallflowers of the world. They create warm environments and prefer to work alone. They fear taking initiative because of the associated visibility and accountability. They'll do precisely what they're told -- no more, but no less either. Avoiders will sacrifice money, position, growth and new opportunities for the safety of status quo. Motivating avoiders requires that you provide detailed instructions, and don't expect to be successful in pushing this fear-based individual toward increased responsibility. Value and validate avoiders for their reliability, meticulous attention to your instructions and for getting the job done right the first time, every time.

Analyticals are cautious, precise and diligent. Analyticals are the personification of procrastination. This sometimes incapacitates them in times of urgency. Their ability to multitask mentally results in poor eye contact and flat intonation. They scrutinize the ideas of others and anticipate all that could go wrong, which creates an inaccurate impression that they're negative. They're ill at ease socially and prefer that all communications be written or electronic. Motivating analyticals requires that you give them time to complete each task before assigning another, and that you demonstrate and articulate respect for data and for the analytical function. Value and validate analyticals for their commitment to accuracy and ability to anticipate and evaluate risk in advance.

The one-size-fits-all cookie-cutter approach to motivating others won't work. Instead, you must customize your methods to each individual. Doing so will allow you to access the discretionary energy of your staff -- that which they aren't required to do, but could do if you use these tips to make them want to.

About the author:

Francie Dalton is founder and president of Dalton Alliances Inc., a premier business consultancy specializing in communication, management and behavioral sciences. For more information, call 410-715-0484 or visit www.daltonalliances.com.

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