As a leader, how much do you know about your leadership style? More importantly, how much do you know about motivating people who think and behave differently from you?
The Emergenetics Profile, developed by Dr Geil Browning and Dr Wendell Williams in 1991, reveals how people think and behave differently, and has been used by more than 375,000 people in various organisations worldwide. With Emergenetics, you can learn or create strategies to appeal to different people you work with and lead.
Here is how you can motivate others:
Analytical. These employees are best motivated by a leader they believe in — someone who excels in a particular area and whose expertise they believe will benefit the group. If they do well, they prefer to be rewarded in a way that is commensurate with their contribution.
Structural. Those with a preference for structure like to implement projects, and want to know that time spent will add to the company’s progress. They are best motivated by a leader who is organised, thoughtful, competent and meticulous. They will prefer to be rewarded in writing, in a timely manner, in a precise way that is specific to the task.
Social. Social types want to feel valued and need to know that what they do has an impact. They are best motivated by someone they respect, and they will always go the extra mile for people who express trust, faith and belief in their abilities. They prefer to be rewarded in person with a gesture that is from the heart.
Conceptual. Workers who are conceptual have to buy into the cause or they will not feel motivated. The big picture matters more to them more than who is leading the charge. They also prefer unconventional and imaginative rewards.
Expressive. Gregarious workers are more motivated when things are openly discussed and an open door is available. They prefer public recognition. The quiet ones do not require a lot of fanfare, but they appreciate one-on-one and private encouragement.
Assertive. Assertive types are independent thinkers. They will not buy into an initiative just because someone else thinks it is the right thing to do. They will likely let you know what they want as a reward. Peacekeepers hope that everyone will move in the same direction and will never demand recognition, but it is up to you to offer it.
Flexible. Accommodating staff will go along with the team as long as a project does not contradict their morals or beliefs. They will be happy with any kind of recognition. Those who prefer defined situations need to have confidence in the leader and the project. They will also want to know what kind of reward they can expect in the future.
When you understand how the different types are motivated, you will be able to maximise the enthusiasm of each person you lead. When shaping your strategies, keep in mind that what is rewarding to one person may not be meaningful to someone else in the same position.
Learn more about this topic at the STJobs September Seminar Series, Formula For Leadership Success on Sept 17. To register, log on to stjobs.sg/seminar. Sign up now to enjoy early bird prices!