What’s in it for me? Learn what really motivates you and others in life.
What motivates you to do your best work? Many of us think it’s the promise of a bigger paycheck or the prospect of a promotion. The truth is much more complex.
When it comes to your true motivations, there’s a lot under the surface that you may not even be aware of. That’s where these blinks come in. You’ll discover that what motivates your coworker or your boss, doesn’t necessarily motivate you. Just like every part of you, the motivations driving your behavior are utterly unique.
In these blinks, you’ll discover your own motivational code — those desires and needs that constantly dominate your subconscious life causing you to thrive or fail in a range of situations. As you unlock this hidden part of your identity, you’ll not only learn to better shape your life and career according to your true nature. You’ll also gain valuable insight into what makes the people around you behave the way they do.
In these blinks, you’ll learn
why key contributors lose their sense of self;
how to handle a visionary; and
what to say to an achiever.
Our inner drives have a big impact on our work.
What motivates you to excel at work isn’t always obvious. Take Frank, for example. He was an engineer known by his coworkers to be great at his job. Before long, he was given a promotion. But things began to go downhill when Frank started his new role. Suddenly, he was cutting corners and missing deadlines. On paper, Frank was perfect for the job. So, what was going wrong? The problem lay with his motivation.
Once Frank had talked to an executive coach, he realized that he was strongly motivated by a desire to receive recognition from his coworkers, and to learn new things. In contrast, he was much less motivated to organize the work of others. The problem was that Frank’s new role required him to focus on all the things that didn’t motivate him.
The key message in this blink is: Our inner drives have a big impact on our work.
In our hectic world, most of us are so busy doing that we don't stop to think about why we’re doing what we do. But to understand who we really are, we need to understand what motivates us. After all, we all have unique motivations that drive our emotions and behavior.
You might think you already know what motivates you, but most people aren’t very good at understanding their own behavior.
That’s because many things are happening in our brains, under the surface, that influence our actions. Since we can’t comprehend these deeper reasons, we make up stories about why we behave as we do. This phenomenon is known as rationalization; rather than accepting that our behavior is irrational, we construct false, rational explanations instead.
The good news is that you can let go of the false stories you’ve constructed by discovering your motivational code.
Your motivational code describes the unique motivations that drive your behavior. Once you understand those, you’ll know what you’re driven by. For example, is it a need to gain recognition? Overcome challenges? Help other people?
This unique code is unchanging. What motivated you five years ago will still motivate you in ten years. Your code is also consistent – your motivations remain constant across all situations.
In the following blinks, we’ll take a closer look at different drives, and the broader motivational families they belong to.
Visionaries can spot opportunities where others can’t.
Some of us think big – really big. Rather than settling for the ordinary, these inspiring souls strike out for a brighter future; always believing that something better is just around the corner. They have a motivational code that’s part of the Visionary family. But beware. These dreamers can’t always turn their vision into reality.
If your motivational code belongs to the visionary family, then you’re driven to reach for the stars. You can see untapped potential in everyone and everything and you want to bring that potential to life. Visionaries tend to do well in creative roles, such as in branding or design, where they can create new and better things.
The key message here is: Visionaries can spot opportunities where others can’t.
Many successful entrepreneurs are driven by vision, and this motivation drives them to see gaps in the market or underserved consumer needs.
But this go-getting motivational code has pitfalls.
Many visionaries focus on distant outcomes at the expense of more immediate priorities. It might be inspirational to work with someone who has such big dreams, but it can be highly frustrating when urgent tasks fall by the wayside. Visionaries might promise you a better future, even as they let the present day crumble around them.
Visionaries are also distinctly uninterested in logistics and processes. Instead, they’re all about the big picture, leaving other people to work out how their ideas are going to take shape.
But this hands-off approach can lead to problems. When visionaries don’t anchor their dreams to a concrete plan, their visions are doomed to failure. Unfortunately, because visionaries are so enthusiastic, they can have trouble recognizing when a project is failing. They may also tell their coworkers that things are still on track even when they aren’t. It’s not that they mean to be deceptive, it’s just that visionaries can get carried away with their grand plans.
If you’re working with a visionary, ask her to provide a detailed tactical roadmap that sets out how she’s going to achieve her ambitions. Make sure you have an agreed definition of what failure will look like before you embark on a joint project. That way you’re both on the same page if that project begins to tank.
Achievers will go to any lengths to get results.
If you’re offered a project that everyone thinks will fail, do you take it on anyway and push it forward as hard as you can? If someone tells you you can’t do something, do you take on the challenge just to prove them wrong? If the answer to these questions is yes, then your motivational code is probably part of the Achiever family.
People motivated by achievement get satisfaction from looking back over all the challenges they’ve overcome. Armed with a laser-like focus on the challenge at hand, achievers have a unique ability to tune out any distractions that won’t help them meet their goal. For these energetic folks, the bigger the obstacle that stands in their way, the more motivated they are to tackle it.
Here’s the key message: Achievers will go to any lengths to get results.
As you can imagine, people with this motivational code are a valuable asset to any group. They bring a huge amount of energy to their work and they won’t quit until they’ve proved the naysayers wrong. When other team members are flagging, this person picks up the slack, pushes forward, and gets the project over the finish line.
But there are some downsides to these highfliers.
Achievers get a rush from overcoming difficult obstacles, which means they tend to neglect their long-term goals for the thrill of tackling short term-challenges. Achievers also thrive under pressure, so they can struggle to work effectively when they’re not under strain. To compensate, they sometimes create artificial pressure to the detriment of their work. For instance, they might procrastinate on important tasks until the last minute, simply so it feels like more of a challenge. This can lead to problems for any coworkers relying on them, who may feel stressed by their last-minute way of working.
Another issue with achievers is their drive to turn everything into a competition. This motivation can be useful in naturally competitive work environments, like sales teams, but it can be unhealthy in other situations, leaving their coworkers feeling pressured to keep up.
If you’re working with an achiever, don’t feel as if you have to dance to his tune. Instead, set clear expectations on how much time and energy you can devote to whatever you're working on together. Then work at your own pace rather than his.
Collaborators are loyal to their team, almost to a fault.
For some people, it’s really combined efforts that count. If you love being part of a group and prefer teamwork over working alone, then your motivational code probably belongs to the Collaborate family.
Collaborators are a welcome addition to any team. Where others seek recognition and glory, collaborators are happy just to pitch in and help the whole team advance. These friendly folks believe that they don’t win unless the group wins, and they’ll do anything to make that happen — even taking on the jobs that no one else wants. That’s not to say that collaborators only care about winning; they’re much more interested in being a valued member of the team.
The key message here is: Collaborators are loyal to their team, almost to a fault.
First, collaborators tend to self-deprecate, often downplaying their own achievements. They do this because they don’t want to stand out, or be individually recognized. Instead, they want to be thought of as part of the team. Collaborators can also be overly judgmental of other teammates who focus on their individual achievements. They may even resent those who put their careers over the needs of the group.
Another area where collaborators struggle is with interpersonal conflict. They cherish group harmony so much that they tend to avoid conflict with their colleagues at all costs. Failing to address tensions in a timely manner means that resentments start to simmer under the surface, often erupting into conflict weeks or even months later. This delay causes the fallout to be more damaging than if it had just been dealt with up front.
Sadly, since collaborators identify so strongly with their teams, it can lead to self-esteem issues.
That’s because collaborators gain all their self-worth from the group’s success. So, if their team is performing poorly, they feel that they’re also performing poorly. And because they can’t control the group’s performance, they start to feel as if they have a lack of control over their lives and outcomes, too. With this in mind, if you’re managing collaborators, try to help them appreciate the difference between their achievements and those of the group as a whole.
Learners prefer to think rather than do.
Once we’re done with school, many of us are happy to stick to what we know. But not everyone. For some, learning never stops, school is always in session. These curious souls thirst for knowledge and love exploring new topics. If this drive for understanding sounds familiar, then you’re probably part of the Learner family.
Learners love to explore the world of ideas. They’re the team members who volunteer to conduct research with their heads always in books or instruction manuals. Learners can connect the dots between things and concepts when other people can’t.
The key message in this blink is: Learners prefer to think rather than do.
It’s not so much that learners are smarter than everyone else, it’s just that they don’t give up so easily. If learners are having trouble grasping a new concept, they stick to it, reading more and not quitting until they understand.
The best thing about having learners on your team is that, when they learn something, you learn it too. In fact, one of the learner’s key drivers is being able to share knowledge with others. They’ll take the time to break down complex concepts into easily digestible information, making them fantastic teachers.
But there can be a dark side to working with these inquisitive individuals.
In the real world, making quick decisions is often important, but these big thinkers can suffer from decision-paralysis. Learners devote too much time to a project’s research phase and feel overwhelmed when the time comes to make a decision. Instead of pushing on, they circle back to the idea phase with fear that they might have overlooked some information. This can be highly frustrating for their coworkers who just want to get the project completed.
Unfortunately, learners can come across as arrogant and superior in conversations. They don’t intend to, it’s just that they’re so keen to pass on their knowledge that they talk and talk without awareness of the other person’s feelings. All too quickly, a dialogue with a learner can become a monologue.
If you’re managing a learner, don’t be surprised if she asks you a lot of questions. While this level of interrogation might come across as rude, remind yourself that she’s not trying to undermine or challenge you — she’s simply trying to explore your ideas as much as she can.
Optimizers love to solve systemic problems.
From time to time, you probably see people working inefficiently and think there must be a better way to work. But whereas most of us shrug our shoulders, some of us are driven to correct it. If you’re someone who can’t stand to see things done imperfectly, then your motivational code is likely part of the Optimizer family.
It’s a fact that optimizers live to organize.
Wherever they find inefficiency or a system or process that could work better, they’re driven to improve it. Optimizers hate waste, whether it’s wasted time or wasted value, and they’ll squeeze every drop of potential out of a system or coworker.
Here’s the key message: Optimizers love to solve systemic problems.
You’d be lucky to have this organizational maestro on your team. Optimizers work at full throttle to find solutions to even the most intractable issues.
What makes optimizers so unique is that they have an eye for both the small details and the big picture. They keep one eye on achieving their team’s long-term objectives while ensuring the team stays on top of everyday tasks. Optimizers win respect from their coworkers by achieving great results in an efficient, orderly manner.
But there’s a catch. As you might expect, optimizers can be control freaks. Since they like everything to be done in the most efficient way possible, they often micromanage teammates to ensure their instructions are followed to the letter. This can be a problem for their more creative coworkers who require freedom to do their best work.
What’s more, optimizers can come across as cold and ruthless without meaning to. Because they’re so focused on the process and the overall goal, they tend to overlook the human aspects, often neglecting their coworkers’ emotional needs.
Overwork is also an issue for optimizers. Thanks to their drive for control, they typically take too much on, which can lead to burnout. When this happens, they become irritable and short-tempered, and eventually, the whole group’s performance suffers.
If you have an optimizer on your team, keep an eye on her mental health. Talk to her about her workload and discuss whether she may be trying to control too many things.
Key contributors want to be seen and admired.
Picture the following scenario. Out of the blue, you receive an email from your boss asking you to give a presentation in front of the entire organization. This would be many people’s nightmare. But if your motivational code belongs to the Key Contributor family, it’s a dream come true.
Key contributors are driven to be the center of attention. While the rest of us shy away from the spotlight, they gain satisfaction knowing that all eyes are on them. Key contributors love having their voices heard, whether in a team meeting or a public speaking engagement. Other people tend to enjoy listening to them, too, because they tend to be charming and highly persuasive.
The key message here is: Key contributors want to be seen and admired.
As you might expect, you’ll often find key contributors working as actors, musicians, or other jobs where they can perform in front of an audience. In the corporate world, key contributors do well in roles that have a high level of visibility, such as public relations.
Key contributors don’t just want you to see them, they also want you to tell them that they’re doing a great job.
This motivational code is driven to gain recognition; just a few words of genuine appreciation means more to them than a pay raise or promotion. Key contributors constantly solicit feedback hoping some kind words will be thrown their way.
Evidently, there are some drawbacks to this drive for attention.
First, key contributors may struggle to recognize other people’s work on a project. Instead, they focus solely on their own contributions. This can be highly frustrating for their coworkers, who see them loudly taking credit for everyone else’s hard work. Second, key contributors can struggle with their own sense of self. Because they’re so highly attuned to what people think of them, they tend to feel as if they’re living for the benefit of others, rather than themselves.
If you work with a key contributor, try to give him the recognition he craves. Identify something that he genuinely deserves praise for and give him this positive feedback in front of others. If he tends to hog all the attention in team meetings, don’t publicly criticize him for speaking up. Instead, take him to one side afterward, and help him realize that other team members need to have their voices heard, too.
Final summary
The key message in these blinks:
There’s no such thing as the perfect job; any role involves a few tasks you’d rather not do. But once you understand your motivational DNA, you can redirect your professional energy. You can move toward work that engages and satisfies you so you can truly start to thrive.
Actionable advice:
Let a collaborator help you.
If you’re managing a collaborator, you may find that the typical manager-subordinate dynamic doesn’t work very well. This is because collaborators are highly focused on their relationships, and they want these relationships to feel like a genuine two-way street. That means they want to help you, as much as you help them. So instead of simply dictating your instructions, try to involve collaborators in your decision-making process, and seek their opinion.
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What to read next: The Accidental Creative, by Todd Henry
Now you’ve explored your hidden motivations, why not discover your hidden creativity, too, by checking out the blinks to The Accidental Creative.
You’ll learn how you can unleash your creative energy in both your professional and your personal life. You’ll discover that everyone has the potential to be creative, but many of us lack the tools to act on our creativity. These blinks will give you powerful techniques to help you create consistently, and effortlessly.
So if you want to stop thinking like everyone else, head over to our blinks to The Accidental Creative.