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Motivators and Driving Forces™
(Beta Version)
Sally Sample Sales Associate XYZ Company 7-10-2015
Copyright © 1984-2015. Target Training International Ltd.
Sally Sample Copyright © 1984-2015. Target Training International Ltd. 1
Understanding Your Motivators and Driving Forces This report is based on six basic interests, or motivators in your life: Theoretical, Utilitarian, Aesthetic, Social, Individualistic and Traditional. You will learn how to explain, clarify and amplify some of the driving forces in your life. This report will empower you to build on your unique strengths, which you bring to work and life. You will learn how your passions from 12 core driving forces frame your perspectives and provide the most accurate understanding of you as a unique person.
Please pay careful attention to your top four driving forces, as they highlight what most powerfully moves you to action. As you examine the next tier of four driving forces, you’ll recognize they may have strong pull for you, but only in certain situations. Finally, when reviewing the bottom four driving forces, you will identify your varying levels of indifference or total avoidance.
Once you have reviewed this report you will have a better grasp of one of the key areas in the Science of Self™ and will:
Understand how your driving forces are at play in your career and relationships
Be able to apply your understanding of your driving forces to your relationships and job-related performance
Have a clearer impression of your purpose and direction in life, which can lead to greater satisfaction in work and life
Sally Sample Copyright © 1984-2015. Target Training International Ltd. 2
General Characteristics Based on your responses, the report has generated statements to provide a broad understanding of WHY YOU DO WHAT YOU DO. These statements identify the motivation that you bring to the job. However, you could have a potential Me-Me conflict when two driving forces seem to conflict with each other. Use the general characteristics to gain a better understanding of your driving forces.
Sally has the ability to instinctively notice and respond to people in need.
She has a desire to ensure policies are fair for everyone. She looks for ways to
help people have positive experiences. She will accomplish tasks for the sake
of accomplishment. Sally will focus more on the satisfaction of others rather
than being restrained by efficiency. She views money as a necessary means of
surviving not as a sense of accomplishment. She is comfortable around people
who share her interest for knowledge and especially comfortable among people
with similar convictions. She is very good at integrating past knowledge to
solve present problems. Sally is able to isolate personal issues and focus on
professional productivity. She will focus on the objective of a situation more
than the harmony of a situation. She may be able to pick and choose the
traditions to which she will adopt. She will evaluate each situation and
determine how much collaboration is needed.
Sally believes people should have the opportunity to be the best they can
be. She is inclined to help other people in the organization, even if it's not in her
best interest. She will value the process and people involved more than the
end result. She is willing to help without focusing on what she receives in
return. Sally will benefit from a role that allows her to gain new knowledge.
She may have the desire to expand her knowledge to be considered an expert
in her chosen field. She may choose to see the world in pieces, not as a whole.
In general, unpleasant surroundings will not impact her productivity. Sally may
not focus on a specific approach and will keep momentum moving forward.
She may seek new ways to accomplish routine tasks. She may strive to
maintain collaboration in group settings. She may seek situations that allow her
the freedom to partner with others.
Sally Sample Copyright © 1984-2015. Target Training International Ltd. 3
General Characteristics
Sally tends to support those who are leading with a vision. As long as
Sally's beliefs are not threatened, she may allow others to influence the
direction of her work. At times Sally sees the importance of following a system
and how it applies to a specific situation. She tends to dissect other systems
and/or traditions and may be creative when applying them. Sally is capable of
functioning in an environment filled with chaos. She will tend to seek new
methods or information rather than relying on past experiences. She values
people for who they are versus what they can provide. She has the desire to be
empathetic toward those in need.
Norm 2015
Sally Sample Copyright © 1984-2015. Target Training International Ltd. 4
Driving Forces Hierarchy Primary
Your top driving forces create a cluster of drivers that move you to action. If you focus on the cluster rather than a single driver you can create combinations of factors that are very specific to you. The closer the scores are to each other the more you can pull from each driver. Think about the driver that you can relate to most and then see how your other primary drivers can support or complement to create your unique driving force.
1. Altruistic - People who are driven by the benefits they provide others. 0 10 20 30 40 50 60 70 80 90 100
33*
2. Selfless - People who are driven by completing tasks for the greater good, with little expectation of personal return. 0 10 20 30 40 50 60 70 80 90 100
39*
3. Intellectual - People who are driven by opportunities to learn, acquire knowledge and the discovery of truth. 0 10 20 30 40 50 60 70 80 90 100
51*
4. Objective - People who are driven by the functionality and objectivity of their surroundings. 0 10 20 30 40 50 60 70 80 90 100
51*
76
65
58
54
Norm 2015
Sally Sample Copyright © 1984-2015. Target Training International Ltd. 5
Driving Forces Hierarchy Situational
Your middle driving forces create a cluster of drivers that come in to play on a situational basis. While not as significant as your primary drivers, they can influence your actions in certain scenarios.
5. Receptive - People who are driven by new ideas, methods and opportunities that fall outside a defined system for living. 0 10 20 30 40 50 60 70 80 90 100
44*
6. Collaborative - People who are driven by being in a supporting role and contributing with little need for individual recognition. 0 10 20 30 40 50 60 70 80 90 100
35*
7. Commanding - People who are driven by status, recognition and control over personal freedom. 0 10 20 30 40 50 60 70 80 90 100
49*
8. Structured - People who are driven by traditional approaches, proven methods and a defined system for living. 0 10 20 30 40 50 60 70 80 90 100
39*
49
44
40
36
Norm 2015
Sally Sample Copyright © 1984-2015. Target Training International Ltd. 6
Driving Forces Hierarchy Indifferent
You may feel indifferent toward some or all of the drivers in this cluster. However, the remaining factors may cause an adverse reaction when interacting with people who have one or more of these as a primary driving force.
9. Instinctive - People who are driven by utilizing past experiences, intuition and seeking specific knowledge when necessary. 0 10 20 30 40 50 60 70 80 90 100
29*
10. Harmonious - People who are driven by the experience, subjective viewpoints and balance in their surroundings. 0 10 20 30 40 50 60 70 80 90 100
33*
11. Resourceful - People who are driven by practical results, maximizing both efficiency and returns for their investments of time, talent, energy and resources. 0 10 20 30 40 50 60 70 80 90 100
44*
12. Intentional - People who are driven to assist others for a specific purpose, not just for the sake of being helpful or supportive. 0 10 20 30 40 50 60 70 80 90 100
51*
26
22
17
11
Sally Sample Copyright © 1984-2015. Target Training International Ltd. 7
Areas for Awareness
For years you have heard statements like, "Different strokes for different folks," "to each his own," and "people do things for their own reasons, not yours." When you are surrounded by people who share similar driving forces, you will fit in with the group and be energized. However, when surrounded by people whose driving forces are significantly different from yours, you may be perceived as out of the mainstream. These differences can induce stress or conflict.
This section reveals areas where your driving forces may be outside the mainstream and could lead to conflict. The further away you are from the mainstream on the high side, the more people will notice your passion about that driving force. The further away from the mainstream on the low side, the more people will view you as indifferent and possibly negative about that driving force. The shaded area for each driving force represents 68 percent of the population or scores that fall within one standard deviation above or below the national mean.
Norms & Comparisons Table - Norm 2015
Intellectual Mainstream
Instinctive Mainstream
Resourceful Indifferent
Selfless Passionate
Harmonious Mainstream
Objective Mainstream
Altruistic Passionate
Intentional Indifferent
Commanding Mainstream
Collaborative Mainstream
Structured Mainstream
Receptive Mainstream
- 68 percent of the population - national mean - your score
Mainstream - one standard deviation of the national mean Passionate - two standard deviations above the national mean Indifferent - two standard deviations below the national mean Extreme - three standard deviations from the national mean
Sally Sample Copyright © 1984-2015. Target Training International Ltd. 8
Motivators and Driving Forces Graph
Instinctive Theoretical Intellectual
100 75 50 25 0 25 50 75 100
Selfless
Utilitarian
Resourceful
100 75 50 25 0 25 50 75 100
Objective
Aesthetic
Harmonious
100 75 50 25 0 25 50 75 100
Intentional
Social
Altruistic
100 75 50 25 0 25 50 75 100
Collaborative
Individualistic
Commanding
100 75 50 25 0 25 50 75 100
Receptive
Traditional
Structured
100 75 50 25 0 25 50 75 100
26 58
65 17
54 22
11 76
44 40
49 36
Sally Sample Copyright © 1984-2015. Target Training International Ltd. 9
Motivators and Driving Forces Wheel
Sally Sample Copyright © 1984-2015. Target Training International Ltd. 10
Descriptors Wheel
Sally Sample Copyright © 1984-2015. Target Training International Ltd. 11
Potential Behavioral and Motivational Strengths This section describes the potential areas of strengths between Sally's behavioral style and top four driving forces. Identify two to three potential strengths that need to be maximized and rewarded in order to enhance on-the-job satisfaction.
Great at generating excitement in others and getting people on board.
Wants to be seen as a leader in humanitarian issues.
Demonstrates a will and desire to help others in the organization.
Tends to be accommodating while completing tasks.
Optimistic about process improvement related to people.
Looks for the positive in people, processes and resources.
Motivates others to continue education.
Volunteers her knowledge on many subjects.
Thinks outside of the box when gathering information.
Always willing to share her ideas on how to enhance functionality.
Expresses and strives to compartmentalize team activities.
Will convey optimism for practical new ideas.
Sally Sample Copyright © 1984-2015. Target Training International Ltd. 12
Potential Behavioral and Motivational Conflict This section describes the potential areas of conflict between Sally's behavioral style and top four driving forces. Identify two to three potential conflicts that need to be minimized in order to enhance on-the-job performance.
Has trouble making difficult decisions that affect others.
When helping others, may talk too much about herself.
Does not always listen to those she is helping.
Accomplishments are diminished as a result of too much small talk.
Struggles with balancing efficiency and interaction with others.
May overlook details when completing objectives.
A desire to share information can impede her ability to listen and learn.
May present facts and figures with too much emotion.
May overlook vital details in her pursuit of information.
Over emphasizes the relationship compared to the results.
May have difficulty focusing on tangible outcomes.
Situational listener to other's perspective of the pieces of a process.
Sally Sample Copyright © 1984-2015. Target Training International Ltd. 13
Ideal Environment People are more engaged and productive when their work environment matches the statements described in this section. This section identifies the ideal work environment based on Sally's behavioral style and top four driving forces. Use this section to identify specific duties and responsibilities that Sally enjoys.
An environment where interacting with others in an effort to help each person is rewarded.
Ability to showcase altruistic achievements in order to get others involved.
Ability to achieve results through the interaction with and helping of others.
Rewards determined by contributions to group efforts.
A manager that focuses on people and brings excitement into the business.
Optimism about group oriented accomplishments is encouraged.
Flexibility to explore a variety of outlets for learning in a people-rich environment.
Flexibility to attend tradeshows and seminars in order to gain information and share with others.
A forum to be curious about the discovery of new information.
A fun and functional working environment.
A forum to participate in meetings with others regardless of surroundings.
The need to be around people while accomplishing tangible outcomes.
Sally Sample Copyright © 1984-2015. Target Training International Ltd. 14
Keys to Motivating All people are different and motivated in various ways. This section of the report was produced by analyzing Sally's driving forces. Review each statement produced in this section with Sally and highlight those that are present "wants."
Sally wants:
To be a part of the team that contributes to causes and helping others.
An opportunity to express how she can improve society.
To be the promoter for programs that assist others, both on and off the job.
The opportunity to express accomplishments of the company to others.
The opportunity to discuss team and organizational accomplishments.
Recognition for helping others without the need for personal return.
Praise for her knowledge base and research capabilities.
The opportunity to share knowledge with others.
To be able to seek out new information that will be valuable to share with others.
The focus of the people and the surroundings to be tangible and functional.
To be involved in many people oriented projects with functional results.
To demonstrate the ways she has worked on the compartmentalization of projects.
Sally Sample Copyright © 1984-2015. Target Training International Ltd. 15
Keys to Managing In this section are some needs which must be met in order for Sally to perform at an optimum level. Some needs can be met by herself, while management must provide for others. It is difficult for a person to enter a motivational environment when that person's basic management needs have not been fulfilled. Review the list with Sally and identify 3 or 4 statements that are most important to her. This allows Sally to participate in forming her own personal management plan.
Sally needs:
To help balancing socialization and tangible assistance for others.
Support in handling situations when others take advantage.
To be realistic about her ability to help others within the organizational framework.
To listen for the answer she wants in order to benefit the organization.
Assistance in establishing realistic expectations while increasing involvement of others.
Assistance in prioritizing goals based on return, more than other organizational needs.
Learn to prioritize ideas and thoughts according to organizational objectives.
To understand that others do not share the same excitement for new information.
To seek out ways to organize thoughts in order to effectively convey all information.
To be aware of potential personal problems that could disrupt outcomes.
Assistance in setting realistic expectations with tangible objectives.
A Manager with an open door policy who focuses on professional productivity.
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