MAPPING MOTIVATION
“Chapter 7 of my book, ‘Mapping Motivation’, from Routledge is about Performance Appraisal and, though I say it myself, is one of the most fascinating and original chapters in the book. Indeed, I think Motivational Maps provides one of the most ingenious solutions ever to the problems that beset Performance Appraisal in the modern world; problems so serious that the credibility of the whole process is under threat. Many organisations now have abandoned even doing a review of and for their employees. Before quoting an early passage in the chapter I would just like to say, however, why this is so important to me.”
James Sale
MAPPING MOTIVATION FOR COACHING
This extract is from Chapter 1: “Coaching Questions”
“Underpinning coaching, and great coaching especially, is the issue of asking useful, relevant and sometimes intuitive questions. In later chapters we consider in more detail other core skills that make up the tool-kit, as it were, of the effective coach. But keep in mind that it is not the function of the coach to provide answers for the client; mentorsimay do that; however, coaches enable the client to find the answers for themselves. In fact, the coach is always acting as a mirror to the client, reflecting back to the client what they have just said.”
James Sale
MAPPING MOTIVATION FOR ENGAGEMENT
One of the key ways in which engagement can slip, and employees (or managers or business owners for that matter) become de-motivated, is via a conflict of values. The nine motivators, whilst they represent ‘drives’ that fuel us, also correspond to things that we value. For example, the Defender is the need for security, therefore they value stability and order in the workplace (and indeed at home too). However, this value might conflict with someone who is a Creator motivator, who has a need to innovate, and who therefore values what is new and dynamic. A Creator motivator is much more likely to value risk-tasking and bold ambitious ideas, because it can lead to creative reward. These two values, Defender and Creator, can be in conflict, and it’s easy to see how two people might lock-horns over them. Or, indeed, how a company that is laden with bureaucratic safety measures (Defender) might totally wear down an employee motivated by creativity. Mapping Motivation for Engagement aims to put this knowledge and toolkit into the hands of those who are looking to make a difference!
The Mapping Motivation Series 