Scribd
Upload
214 views

Class Activity 1 - What Motivates You

The document discusses a worksheet to help individuals understand their motivations and those of others in a work context. Completing the diagnostic questions and grid reveals one's primary motivational orientation which could be achievement, affiliation, security, or influence. Understanding one's own and others' motivations improves communication and ability to negotiate effectively. The diagnostic can be done individually or by assessing another person based on how they would respond.

Uploaded by

Reema
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
214 views

Class Activity 1 - What Motivates You

The document discusses a worksheet to help individuals understand their motivations and those of others in a work context. Completing the diagnostic questions and grid reveals one's primary motivational orientation which could be achievement, affiliation, security, or influence. Understanding one's own and others' motivations improves communication and ability to negotiate effectively. The diagnostic can be done individually or by assessing another person based on how they would respond.

Uploaded by

Reema
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 4

What Motivates You?

What Motivates You Worksheet


Do you understand what motivates you at work? Do you understand the motivation of
other team members? Completing this diagnostic will give you an insight into the
motivations of yourself and others, which will increase your chances of negotiating
effectively.

Motivation is a very relevant issue when considering how you communicate, particularly
if you need to influence or persuade another individual or group. The knowledge gained
will help you to take a more considered approach to communication and to tailor your
methods appropriately.
If you are using the diagnostic to analyse someone else, there are two ways you can go
about it. You could photocopy the questionnaire and ask him/her to complete it and
return it to you. Alternatively, you could place yourself in his/her shoes and respond to
the statements as if you were him/her. The circumstances, your purpose and how well
you know the individual will help to determine your approach. However, remember that, if
you ask the individual to complete the questionnaire, you will probably have to explain
why and give him/her appropriate feedback.

Task

1. Read all the statements and tick those which best describe you.
2. Take the response grid and circle those numbers which correspond to
the statements that you ticked. You should find that your answers cluster
around one column. This reveals your motivational orientation.
3. The sheet entitled ‘interpretation’ briefly describes the approach which
you have identified.

Statement
1. I like to set realistic challenges and get things done.

2. I tend to behave non-assertively.

3. I am concerned about how others regard me.

4. I tend to dominate conversations.

5. I am systematic in my approach to tasks.

6. I avoid cold people, and dislike indifference.

7. I want others to see me as effective at work.

8. I like to act as a representative for the group.

1
www.stellarleadership.com
What Motivates You?

Statement
9. I am businesslike and prefer dealings to be to the point.

10. I tend to start conversations with a social discussion.

11. I am cautious about changes which will affect me.

12. I enjoy public recognition for my successes.

13. I take great pride in a completed task.

14. I concern myself with colleagues’ happiness.

15. I set targets that can be comfortably met.

16. I take any opportunity to present ideas to management.

17. I am good at taking risks.

18. I actively seek out company.

19. I react to rather than initiate opinions.

20. I will volunteer for leading positions.

21. I actively plan my own development and progression.

22. I avoid conflict with others, if possible.

23. I wait until I know people well before I introduce new ideas.

24. I am concerned about my status at work.

25. I look forward to performance reviews.

26. I dislike silences, and try to keep conversations going.

27. I play safe when making decisions.

28. I form opinions quickly, and try to persuade others to share those
opinions.
29. I like to set measurable targets.

2
www.stellarleadership.com
What Motivates You?

Statement
30. I try to create warm personal relationships.

31. I am concerned about the organisation’s financial soundness.

32. I like to have a high profile at work.

33. I do not work well under close supervision.

34. I prefer working with a group.

35. I lack confidence.

36. I like to take the lead in situations.

37. I enjoy new learning situations.

38. I sympathise with those less fortunate than myself.

39. I do not take criticism well.

40. I enjoy debating, and competing, with people.

3
www.stellarleadership.com
What Motivates You?

Response Grid

Achievement- Affiliation- Security- Influence-


orientated orientated orientated orientated
1. 2. 3. 4.
5. 6. 7. 8.
9. 10. 11. 12.
13. 14. 15. 16.
17. 18. 19. 20.
21. 22. 23. 24.
25. 26. 27. 28.
29. 30. 31. 32.
33. 34. 35. 36.
37. 38. 39. 40.
Interpretation
The questionnaire is based around four distinct approaches to motivation:
1. Achievement-orientated: These individuals need to perform well, and are
motivated by achieving challenges that they have set for themselves. Self-
motivated, they take great pleasure in a job well done, and work best when they are
in control of their own tasks.
2. Affiliation-orientated: These people need to develop and maintain good
relationships with work colleagues. Highly sociable, they drive social interaction
within their teams, and enjoy interaction whilst avoiding conflict.
3. Security-orientated: Security-orientated people need to feel that their job, and the
future of the organisation, is secure. They are motivated by the recognition of their
skills by others, and resist challenges in the interest of being sure that they will
deliver the task comfortably. Lacking confidence, they can take criticism and
conflict badly, and will generally play safe in work situations.
4. Influence-orientated: These people are motivated by the need to impress others
through power and influence. They regularly take control of groups, and like to
present their activities to management. They are consistent volunteers for
leadership positions, and will try to draw others to their point of view. They enjoy
debate and competition, and are keen to maintain high status at work.
Your own approach to motivation will have a major impact on how you try to influence
and communicate with others. The juxtaposition of your approach and that of the
individual(s) with whom you wish to communicate will make the situation even more
complex. Knowing your own motivational orientation can be a useful starting point when
seeking to improve your communication with others.

4
www.stellarleadership.com

You might also like