According to a widely adopted behavior model developed by Dr. Eduard Spranger, we all have six common workplace motivators that inspire us to do what we do. In order of national rank the motivators are:
- Utilitarian: practical accomplishments, results and rewards for their investment of time, resources and energy.
- Social: opportunities to be of service to others and contribute to the progress and well being of society.
- Theoretical: knowledge for knowledge’s sake, continuing education and intellectual growth.
- Individualistic: personal recognition, freedom, and control over their own destiny and others.
- Traditional: traditions inherent in social structure, rules, regulations and principles.
- Aesthetic: balance in their lives, creative self-expression, beauty and nature.
The challenge many leaders of “for profit” organizations face is the Social motivator is overly dominant for many of their direct reports (nationally it’s #2). While this generally creates very unselfish team members who find great satisfaction in supporting others, it could negatively impact your bottom-line; much depends on the roles or scope of responsibility provided to these folks and their ability to find ways to otherwise satisfy this altruistic motivator. By allowing your direct reports an opportunity to represent your organization and fulfill that motivation in appropriate ways like contributing a holiday offering to some deserving organization on behalf on your team, or “adopting” a needy family, you directly address an important motivator to the individual and gain credibility/respect for giving back to community. Empower your altruistic direct reports to give-back this holiday season on behalf of your team, and you’ll experience success all year long.
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