Know what really motivates U...is an HBR article which has been presented here for educational purpose.

1. Know what really motivatesKnow what really motivates
you.you.
Heidi Grant HalvorsonHeidi Grant Halvorson
E. Tory HigginsE. Tory Higgins
Presented By-
Payal Patel
CMBA2-1318
Cardiff Metropolitan University

2. In what kind of situation are you mostIn what kind of situation are you most
effective? What factors strengthen – oreffective? What factors strengthen – or
undermine your motivation?undermine your motivation?
One size-fits-all principles don’One size-fits-all principles don’t work…personality matters!t work…personality matters!
Personality can be identified by Myers Briggs Type Indicator butPersonality can be identified by Myers Briggs Type Indicator but
the problem with this and many other assessment tools is thatthe problem with this and many other assessment tools is that
they actually don’they actually don’t predict performance.t predict performance.
Fortunately there is a way of grouping people which DOESFortunately there is a way of grouping people which DOES
predict personality attributes on the basis of performance:predict personality attributes on the basis of performance:

4. Signs to look for yourself or yourSigns to look for yourself or your
colleagues:colleagues:

5. Studies resultsStudies results
PROMOTION FOCUSED PREVENTION FOCUSED
Copywriters
Inventors
Consultants
Musician
DYNAMIC INDUSTRIES
Administrators
Bookkeepers
Accountants
Technicians
STABLE INDUSTRIES

6. Once you know your focus, you can choose:Once you know your focus, you can choose:
 Role modelsRole models
 Frame goalsFrame goals
 Seek or give feedbackSeek or give feedback
 Provide incentivesProvide incentives
(for you or your team’s motivation)(for you or your team’s motivation)
Motivational fit enhances and sustains both the eagerness of theMotivational fit enhances and sustains both the eagerness of the
promotion-minded and the vigilance of the prevention-minded,promotion-minded and the vigilance of the prevention-minded,
making work seem more valuable and thus boosting bothmaking work seem more valuable and thus boosting both
performance and enjoyment.performance and enjoyment.
When the motivational strategies we use don’When the motivational strategies we use don’t align with ourt align with our
dominant focus, we are less likely to achieve our goals.dominant focus, we are less likely to achieve our goals.
Creating Motivational FitCreating Motivational Fit

7. CHOOSING ROLE MODELSCHOOSING ROLE MODELS
As an individual, you naturally pay attention to the kind ofAs an individual, you naturally pay attention to the kind of
story that resonates most with you.story that resonates most with you.
AccordingAccording to research, promotion-minded employees thriveto research, promotion-minded employees thrive
under transformational leaders, who support creativeunder transformational leaders, who support creative
solutions, have a long term vision, and look for ways to shakesolutions, have a long term vision, and look for ways to shake
things up.things up.
The prevention focused are at their best under transactionalThe prevention focused are at their best under transactional
leaders, who emphasize rules and standards, protect theleaders, who emphasize rules and standards, protect the
status quo, tend towards micromanagement, discouragestatus quo, tend towards micromanagement, discourage
errors, and focus on effectively reaching more-immediateerrors, and focus on effectively reaching more-immediate
goals.goals.
When employees and bosses are mismatched, enjoyment ofWhen employees and bosses are mismatched, enjoyment of
and commitment to work declines.and commitment to work declines.

8. When Personalities Don’When Personalities Don’t Matcht Match-Research on 12500 organizations, across 21
countries by ANDREW & NADA KAKABADSE

9. Framing the GoalFraming the Goal
When you are trying to keep yourself or someone elseWhen you are trying to keep yourself or someone else
motivated, remember that promotion-focused people need tomotivated, remember that promotion-focused people need to
think about what they are doing in terms of positives(what theythink about what they are doing in terms of positives(what they
aspire to, how best to accomplish the task) and prevention-aspire to, how best to accomplish the task) and prevention-
focused people should instead think about negatives(potentialfocused people should instead think about negatives(potential
mistakes, obstacles to avoid).mistakes, obstacles to avoid).

10. Promotion-focused people tend to increase their efforts when aPromotion-focused people tend to increase their efforts when a
supervisor offers them praise for excellent work.supervisor offers them praise for excellent work.
Prevention-focused people are more responsive to criticismPrevention-focused people are more responsive to criticism
and the looming possibility of failure.and the looming possibility of failure.
As a manager, you should always give honest feedback, youAs a manager, you should always give honest feedback, you
might want to adjust to maximize motivation.might want to adjust to maximize motivation.
DonDon’’t be overly effusive with thet be overly effusive with the
prevention-focused or overly critical withprevention-focused or overly critical with
the promotion-focusedthe promotion-focused..
Seeking or Giving FeedbackSeeking or Giving Feedback
((Goals are set in a way that creates motivational fitGoals are set in a way that creates motivational fit))

11. MOST PEOPLE HAVE A DOMINANT FOCUS, BUT SOME SEEM TO
WEAR BOTH HATS EQUALLY OFTEN!
You must remember that no one can wear both hats at the
same time.
Hybrids will adopt one focus or the other, often as a function of
which motivation is best suited to the task at hand-so let that
be your guide.
Create fit for for tasks involving safety or accuracy by using
prevention feedback and incentives, but use the promotion
variety for tasks involving creativity or advancement.
Promotion-Prevention HybridsPromotion-Prevention Hybrids

12. MERCIMERCI