YOU'RE DOING IT WRONG ACHIEVEMENT HOW TO
YOU'RE DOING IT WRONG ACHIEVEMENT DRIVERS

People motivated by affiliation work best in a group environment, so try to integrate them with a team (versus working alone) whenever possible. They want to know what they're doing right вЂ“ and wrong вЂ“ so that they can improve. When providing feedback, give achievers a fair and balanced appraisal. People motivated by achievement work very effectively either alone or with other high achievers.

They thrive on overcoming difficult problems or situations, so make sure you keep them engaged this way. People motivated by achievement need challenging, but not impossible, projects.

YOU'RE DOING IT WRONG ACHIEVEMENT HOW TO

Let's take a closer look at how to manage team members who are driven by each of McClelland's three motivators: Achievement This will help ensure that they all stay engaged, motivated, and happy with the work they're doing. Step 2: Structure Your ApproachД«ased on the driving motivators of your workers, structure your leadership style and project assignments around each individual team member. This person is likely to have a strong need for affiliation. TheyВ always agreeВ with the group, workВ hard to manage conflict when it occurs, and visibly becomeВ uncomfortable when you talk about doing high-risk, high-reward projects. You might have another team member who never speaks during meetings. This team member is likely primarily driven byВ power. They likeВ to be in control of the final deliverables.

TheyВ speakВ up in meetings to persuade people, and delegateВ responsibilities to others to meet the goals of the group.

YOU'RE DOING IT WRONG ACHIEVEMENT DRIVERS

You can probably identify drivers based on personality and past actions.ДЇor instance, perhaps one of your team members always takes charge of the group when you assign a project. Let's look at the steps for using McClelland's theory: Step 1: Identify DriversД®xamine your team to determine which of the three motivators is dominant for each person. You can also use these motivators to craft, or design, the job around your team members, ensuring a better fit. You can then use this information to influence how you set goals and provide feedback, and how you motivate and reward team members. McClelland's theory can help you to identify the dominant motivators of people on your team. As you can probably imagine, those with an institutional power need are usually more desirable as team members! Using the Theory People with a personal power drive want to control others, while people with an institutional power drive like to organize the efforts of a team to further the company's goals. Those with a strong power motivator are often divided into two groups: personal and institutional. Wants to be liked, and will often go along with whatever the rest of the group wants to do.Likes to receive regular feedback on their progress and achievements.Takes calculated risks to accomplish their goals.Has a strong need to set and accomplish challenging goals.These characteristics are as follows: Dominant Motivator This dominant motivator is largely dependent on our culture and life experiences. McClelland says that, regardless of our gender, culture, or age, we all have three motivating drivers, and one of these will be our dominant motivating driver. ДЄccording to McClelland, these motivators are learned (which is why this theory is sometimes called the Learned Needs Theory).

People will have different characteristics depending on their dominant motivator. Later, David McClelland built on this work in his 1961 book, 'The Achieving Society.' He identified three motivators that he believed we all have: a need for achievement, a need for affiliation, and a need for power. This identified the basic needs that human beings have, in order of their importance: physiological needs, safety needs, and the needs for belonging, self-esteem and 'self-actualization'. In the early 1940s, Abraham Maslow created his theory of needs. McClelland's Human Motivation Theory is also known as Three Needs Theory, Acquired Needs Theory, Motivational Needs Theory, and Learned Needs Theory.

You're doing it wrong achievement