Philippe Glaude joins Ken Blanchard & Deepak Chopra in an upcoming release of: Roadmap to Success

America's Top Intellectual Minds Map Out Successful Business Strategies

ISBN-978-1-60013-633-7

How do busy people become successful? Insight Publishing is pleased to present Philippe Glaude, Ken Blanchard & Deepak Chopra in an exceptional compilation of resourceful people who will tell you how they learned how to be successful.

They will share with you their secrets and reveal some remarkable insights on how to set goals in life and how to accomplish those goals.

For more information and to order your copy of Roadmap to Success, contact us.

Motivation simply describes the motive to take action. Motivation is what drives people, it is what makes them want to work harder to resolve the conflict and find a solution.

How many times have you felt that people had no desire (motivation) to solve a problem? As you recall one of those situations, what was behind that lack of motivation? What do you think would have happened if there was some motivation to resolve the issue?

The following describes inducement systems that usually help put things in perspective. Motivators are very often linked to the dominant and secondary behaviour styles. For example, Socializers are typically motivated by harmony, social balance, friendship, reputation and the good of all. Therefore, solutions need to address these important aspects. A solution to a conflict that would have for consequence the loss of jobs, a negative impact on valued responsibilities, the need to manage significant emotional charges or anything that may create social pressures will likely be perceived as a bad solution and the conflict will remain. It may even get worse. Understanding motivations will also greatly impact your ability to engage your interlocutors in a true dialogue.

The following describe methods by which a person can help stimulate a motivation process in people. Individuals, whatever their role, DO NOT motivate, they put people in situations that will generate motivation coming from inside. Understanding the sources of motivation is the key elements in determining the optimal environment (feedback, reward, team, attitude, etc…) for stimulating behaviour.

The following has been developed by Aseret after a thorough review of the literature on the subject of motivation as well as an excellent review article by Leonard, Beauvais and Scholl presented in 1995.

There are four (4) Inducement Systems in the Self-based Concept

1. Prize (reward) Inducement System
2. Social Inducement System
3. Task Inducement System
4. Standards Inducement System

References to Behavior Styles are associated to the Congruent Styles™ Model developed by Aseret and used in the majority of our communication programs.

This inducement is related to a motivation that is instrumental to measurable results. It is therefore dependent on expectations that any increase in the quantity or quality of the task (competency) will generate a reward or something tangible.

To resolve the conflict one may use increase in pay, retribution, or profit. Increased reputation is also a good way to go as well as the attribution of a more important role in a project. These PRIZES tend to induce motivation and generate increased task quality.

This type of inducement will generally help in the self-motivation of Achievers and probably Socializers to a certain degree. However, both styles will react differently to the type of Prize or their meaning.

The Socializer will be also motivated by the recognition but in a different way. The fact of being "better" than others is significant yet less important that the recognition itself. The association of the salary increase will be made with the impact that their work has had on their customers or teams rather than on pure results. The increased funds are likely to be used for fun things rather than visible icons.

Teams and functionality of the Team, group recognition, and social value of the role are inducing a behaviour leading to higher quality solutions. To resolve the conflict one may focus on the impact on the team or group, and the recognized value of the individual to induce motivation.

This type of inducement will generally help in the self-motivation of Socializers and probably Achievers to a certain degree. However, just like it was described earlier, both styles will react differently to the type of Social inducement or their meaning.

An example of Social inducement is a person of the year award. The Socializer will feel proud to be publicly rewarded and being recognized for their impact and attitude at work. The associated measurable results often linked to the nomination are often insignificant compared to the real motivator which is to be the BEST. If the reward was given not only on results but also, and more importantly, on the quality of their relationship with people and their leadership role in the team, the Award would have even more significance. In fact, many will inevitably translate the reward in that context rather that just numbers or business considerations.

The Achiever will also be motivated by the recognition but in a different way. The fact of being "better" than others is more significant yet. The public recognition of being the best is the true motivator and numbers or tangible results obtained are, in this case, the key measurement for being the best.

This relates to the Task itself, as it is perceived and accomplished, the pleasure it gives a person that completes it, the importance it holds, the value for a group, the increased competency it will generate, etc… To resolve the conflict one may focus their attention the accomplishment of a task in view of quality for themselves and others, the importance of the task and its quality for the team, the corporation or the project, etc…

This type of inducement will generally help in the self-motivation of Directors but it may be applied to all 3 other styles depending on the circumstances and the person. However, in this case, each style will find a certain level of self-motivation in Task inducement. Just like it was described earlier, each style will react differently to the type of Task inducement or their meaning.

An example of Task inducement is to give a special assignment to someone. The Directors, in their typical structured and controlled manner, will feel proud to complete a certain Task in the best possible way. The motivation is in the details, the value of the task in inducing results such as changes in policies or procedures. Directors will accomplish the Task after researching options and deciding, based on the available data, the best course of action. The motivation is to accomplish the Task in the best possible manner.

The Protector will be motivated by the ability to complete the task according to their own drive for safety, recognized approach, and adherence to guidelines and to the corporate mandate. The task will likely be accomplished within all the parameters given to them.

Socializer will find motivation in the fun part of the task. Details are likely to be set aside and make place for the glamour and visual quality of the task.

Achievers will just be proud and motivated to accomplish the task rapidly, concisely and with measurable results.

Motivation is induced via the management perception (authority). It can be based on rules, guidelines and directions. It can be based on Team-work or simply associated to mutual respect. To resolve the conflict one may present tasks or behaviours in such a way that the other person will see value in resolving the situation as it pertains to stability, to the safety of the organization or the expectations bestowed upon them.

This type of inducement will generally help in the self-motivation of Protectors. Directors may also respond well to Conformity. Again, both styles will react differently to the type of Standard inducement or their meaning.

An example of Conformity inducement is recognition of the work done by one's boss or, even better, their boss' boss. The Protector will feel proud to be recognized for their expected impact and results, for the adherence to the corporate behaviour and measurement of overall excellence. The recognition need not be in the form of a reward. In fact, a confirmation of the persons' value in a team and the intent to keep them in post for a long time with all kinds of stabilizing benefits will be very significant.

The Director will be motivated by the recognition also but in a different way. The fact of being recognized for the high quality of their work and knowledge according to certain measurable standard is the key to motivation.

The associations in this table are based on most probable effectiveness and refer to "pure" behaviour pattern. i.e. a REAL Achiever will generally be motivated by fame, recognition and associated rewards. Therefore, Inducements such as Reward and Social are most likely.

This is NOT an ABSOLUTE, it is simply a guide.

As you communicate effectively with the people you interact with, you ask questions and carefully, intently and strategically listen to the answer. Paying attention, creating a safe environment, understanding, empathy, unconditional positive regard and congruence will allow you to identify the needs and wants of individuals. Therefore you will understand what moves them and what inducement will generate self-motivation.