By Jantina Wijtsma
I was coaching Bert, a manager who worked for a non-profit organization. Bert had a whole list of questions for me:
One valuable use of MindSonar is to identify a person’s motivators. For example, this is important when designing recruitment and retention strategies for an organisation and for individual teams, and when coaching individuals who want to achieve a long-term goal which will take time and dedication.
In using MindSonar for these purposes it’s important to look at the Graves Drives within each profile. These will tell you a lot about the values that matter most to the individual – the things that they need to get from the given context in order to feel fulfilled and motivated. By looking at the Graves Drives of the individuals concerned, it usually becomes apparent that, even in the same context, different people have quite different values.
For example, in people considering changing jobs in a particular sector, I have seen some who prioritise the Graves Drives Powerand Competition, and others for whom Learning and Order are the priorities. Similar differences can exist even between members of the same team.
By knowing this and by being aware of the impact of not enabling individuals to obtain them (namely, dissatisfaction and demotivation) managers and coaches can develop a more tailored approach to motivation. This could be by using different language when describing the opportunities available – emphasising those aspects which match what is important to the individual, or (for larger organisations) it could be about providing a more varied range of any optional benefits available to staff.
Without the information that is provided by the Graves Drives as identified by the MindSonar profile it is all too easy to fall back on the assumption that all people are motivated by the same things. Such an approach can lead to poor recruitment and retention results for companies, or to coaching clients becoming disenchanted with their progress towards major goals.
Of course, the whole profile should be taken into account as thinking styles are also an important consideration, but without an understanding of the individual’s values, much could be missed.
If you’ve done a MindSonar profile, have another look at your Graves drives and think about how they are influencing you in that context – could you improve your own motivation by taking them more into account? If you haven’t done a profile yet, then why not contact a certified MindSonar Professional to arrange one – it could make all the difference to your success!
In my previous role I was responsible for managing a major programme involving multiple project teams. Part of the programme management involved regular risk management and “lessons learned” meetings. During these meetings, representatives from each of the project teams would discuss any issues that had arisen since the last meeting, and what steps had been taken – or needed to be taken – in order to rectify the issue and prevent it happening again.
The aim of the meetings was to ensure that the systems and processes we had in place were adequate to minimise the risk of problems arising and to enable a rapid corrective response when needed. However, at times these meetings could become quite tense because there was a fine line to tread between good risk management and problem resolution on one side and the development of a blame culture on the other. This was clearer to some members than others. Some members would always want to attribute all problems to individuals, rather than to consider the more common situation of them arising from system weaknesses. Tthe result was that friction would arise between those individuals with a “name and shame” approach and other members of the programme board. This created risks to the programme itself as it could result in people being reluctant to raise issues when they spotted them in fear of being blamed.
As the manager of this programme I had to manage the situation and try to cultivate a systems approach in the individuals concerned, most of whom I had no direct line management of.
How helpful it would have been to have had MindSonar back then. I believe it would have been possible to construct a Benchmark Profile to help identify the members of each project team who would be best suited to be the risk management/lessons learnt representative. This Benchmark Profile could have been constructed in consultation with other project and programme managers to provide a narrated estimation (with consultation).
My first thoughts about this are that this benchmark profile might include the following:
Graves Drives: Ideals; Learning;
Meta Programmes:
High: Away From (for risk management); Past (for lessons learnt);Structure (for systems approach)
Low: People (to avoid blame approach)
There are likely to be others and different views which is why I would prefer a benchmark profile resulting from a narrated estimation with consultation.
It would be great to hear from other MindSonar Professionals about their thoughts on this – and about whether anyone has yet used the MindSonar tool in this context.
It would also be good to hear from project and programme managers who have found themselves in similar situations – they could find MindSonar particularly useful when allocating project roles to their team members.
What are your thoughts? Use the comments box below to share your experiences and views on this.
