Individualized Motivators For Good But Not Great Performers

Some of the good steady performing people in the organization who could be further motivated by individualized attention may be:

-Entrepreneurs: Those individuals who prefer to be autonomous workers and are  activists, or take charge individuals.

--They can be motivated by opportunities to lead projects, with bonuses and promotions tied to results.

-Scientists and Engineers: Those individuals who are technology-oriented problem solvers, out-of-the-box thinkers.

--They can be motivated by being given the opportunity to pursue a challenging task until completed, and by receiving lots of direct interest in their progress and communication. But, appraisal systems tied to specific results are not appropriate or motivating for these people.

The foregoing types of people are what Rob Golfee and Gareth Jones call “clever people”.   They say that

…if clever people have one defining characteristic, it is that they do not want to be led.  This creates a problem for you as a leader.

…the psychological relationship leaders have with their clever people is very different from the one they have with traditional followers.  Clever people have a high degree of organizational protection and recognition that their ideas are important.  They demand the freedom to explore and fail.

The Intelligence Community is fortunate to have a good supply of those professionals.  It is important that the Leader not stifle their capabilities by treating like everyone else.  Of course, there are other kinds of people as well.

  
-Loyalists: Such as career-long employees nearing retirement or personal assistants.

--They are best motivated by being given tangible recognition by titles, awards, personal appreciation, and "face time".

-Lifestylers: Those people who are more family or outside interest-oriented than career-oriented.

--They can be motivated by being given the reward of compensatory time off to pursue their other interests or offered flexible schedules provided their organizational contribution continues.

-Seekers:  Those individuals who are often critics or skeptics.

--They can only be motivated to stay committed by having their views heard in brainstorming sessions and contributing to the development of the vision or plans.

-Socializers:  Those who are people-persons.

--These people will be especially motivated by being given the opportunity to be team members and team Leaders or support staff members.