Values @ Work

Copyright © 2004 by Don Blohowiak
Don@LeadWell.com   www.LeadWell.com

Why do people do what they do for a living? Why are you in your occupation? Are you happy and energized by doing your work? Or drained by it?

In my coaching work, I've observed that people whose work aligns best with their highly individualized values are simultaneously the most relaxed and energized. Call it the Paradox of Happy Alignment.

Here's a list of common motivators, many of them are expressed as pairs of polar opposites or as being on a continuum from much to little. That's because some folks find themselves more motivated by being at the one of the spectrum while others by being at the opposite end.

Values with motivating power (in no particular order) include:

1. Social interaction (on a continuum from much to little)

2. Acceptance (prestige, respect by superiors, peers, colleagues, others)

3. Health, safety for oneself or others

4. Serving, social responsibility, need for doing good

5. Power, influence, responsibility (on a continuum from much to little)

6. Wealth

7. Working environment (inside, outside; comfort; aesthetics)

8. Adventure, challenge and risk  / Certainty, tradition, tested & proven

9. New, trendy (on a continuum from much to little)

10. Learning, discovery, variety (on a continuum from much to little)

11. Physical work / Idea work

12. Direction, structure and support / Independence and freedom

13. Ethical climate, accomplishing tasks honorably

14. Commitment of time and energy to task (on a continuum from much to little)

15. Fun

Each of us is a unique blend of these characteristics.  It's often helpful to understand what makes people tick when you're:

Assessing outside candidates as potential new hires or evaluating existing staff for new assignments.  (Tip: Look for a good fit to the job requirements, not a duplicate of your own unique constellation of personal values.)

Coaching members of your staff.

Reflecting on the trajectory of your own career. (Especially as to where it's heading, and where it ought to head.)

 

[This piece first appeared on the "Leadership. Now." blog at BNET.com]

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