“Why can’t you just tell me what we need to get done? I asked you a simple question. Can’t you give me a yes or no answer?”
“I could never give them criticism of their work. They work too hard and besides if I do that then they’ll get mad. Talk about non-productive time. We’re friends and I it doesn’t matter to me that they aren’t the best. I’ll just get someone else to do it rather than risk an argument or hurt feelings.”
“You have to know the politics around here. Who has the power and influence to get things done. Respect the position by do what they said do.”
David McClelland took Abraham Maslow’s work on our needs to another level. McClelland identified that we all driven by the need to achieve, the need to belong or affiliation, and the need for power. What has become a standard thought in the area of motivation is that one of these needs is stronger and becomes the motivational driver. The other two motivational drivers to a lesser degree than the primary driver.
What McClelland and I’ve found it true also is our strengths have a shadow or unconscious side which motivate us. It is these shadow or unconscious drivers that keep us from boldly going after our goals.
Those who are drive to achieve, to get things done, the unconscious drivers tend to be the fear of failure /success. You see achievers love to get things done well and if they can’t do it well they will not do it at all. Being safe “going along to get along” can be the default.
For those motivated by relationships the unconscious drivers tend to be fear of betrayal, fear of criticism and judgment. The safe place is to avoid conflict, disagreement, to care more for others than ourselves and to play it small and safe.
Power is one of the most interesting aspects. As we all can think of examples of when power and greed have not been in the best interest of society. And yet those motivated by power are really the best leaders as they have the ability and interest to influence others to action.
Disruption in the workplace and in our lives is directly tied to how we relate to the other two drivers. People who are not driven by power see workplace politics as unnecessary and sometime unethical.
People who are driven by achievement focus on the task and getting to the goal. How they see the world is through the lens of what’s the goal and how fast can we get it done.
Relationship oriented people focus on maintaining great relationships and anything that potentially would disturb cohesion is unacceptable.
Here’s what I know. Regardless of your motivational driver you get what you really want. You see and experience that which you really want regardless of what you say.
So If you aren’t getting what you think you want then be ruthless about examining your results. Invest in finding