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.