30. And that he needed to work on all four of
these drives with his employees
31. As Lawrence
and Nohria say,
“every job must
provide an
opportunity to
fulfill…all four
drives.”
And that he needed to work on all four of
these drives with his employees
32. The drive to Acquire is about an
employees need to acquire “stuff”
33. The drive to Acquire is about an
employees need to acquire “stuff”
[ like money, things,
awards, prestige ]
$$
40. So now The Manager knows the way to
structure pay and rewards to leverage the
drive to Acquire (not just as base pay)
41. So now The Manager knows the way to
structure pay and rewards to leverage the
drive to Acquire (not just as base pay)
Utilize incentives to
drive performance
and create a culture
of recognition and
reward
45. Find out who your
employees compare
themselves too
(this is not always
obvious) and make
sure that your pay
and perks are
comparable
And you need to know what your
employees think
46. And The Manager knows that the drive to
Acquire is about more than just money
47. And The Manager knows that the drive to
Acquire is about more than just money
The drive to
Acquire is also
about prestige
and status
48. And The Manager knows that the drive to
Acquire is about more than just money
Make sure you
give credit and
promote your
employees
achievements!
51. But employees also have a drive to Bond
[ form positive social
relationships with co-
workers ]
52. Bonding is an innate drive that helps
employees feel part of a group
53. They will go out of their way to help
people in their group
54. They will go out of their way to help
people in their group
Do you
need any
help?
55. These bonds will help to instill loyalty and
engender positive emotions about the
company
56. These bonds will help to instill loyalty and
engender positive emotions about the
company
What a great
place to work!
57. So The Manager now knows that he has to
foster bonding and create opportunities
for social interaction
58. So The Manager now knows that he has to
foster bonding and create opportunities
for social interaction
59. So The Manager now knows that he has to
foster bonding and create opportunities
for social interaction
60. Which leads to the employees identifying
themselves as a team
61. Which leads to the employees identifying
themselves as a team…
62. Which leads to the employees identifying
themselves as a team…with more
motivation
63. The Manager knows that teambuilding
sessions are about more than fun…
64. The Manager knows that teambuilding
sessions are about more than fun…
Teambuilding
should provide
opportunities
for greater
bonding and
trust building
65. The Manager knows that teambuilding
sessions are about more than fun…
And should
create a shared
experience that
helps build a
unique and
positive culture
92. The Manager knows that to activate the
drive to Defend, employees must feel a
connection to the company
93. And feel pride about what the company does
and how it acts
94. This means that The Manager has to do and
act the right way as well
95. This means that The Manager has to do and
act the right way as well
I need to be
honest and
courteous – being
transparent about
how and what the
company is doing
96. This means that The Manager has to do and
act the right way as well
I need to
highlight the
good that we do
and constantly
focus on the big
picture!
97. This means that The Manager has to do and
act the right way as well
And I need to stick
up for my team
and walk the
walk…
98. So The Manager implemented these changes
and low and behold….
99. So The Manager implemented these changes
and low and behold….motivation improved