The BrainMap, Mindmaker6 and Asset report tools help individuals and groups understand how they prefer to think and what their values are. We believe this is really useful for those trying to motivate other people – as marketers or as leaders. And we believe that the task of the leader is to conceive and articulate a clear vision or purpose which will be attractive enough so that others will voluntarily align with it.
The Brain Technologies Corporation tool kit is suitable for marketers, business owners, coaches or HR professionals to learn more about themselves and to apply the insights they gain to team building, copywriting or leadership.
For instance you can build a team brainmap in which everyone’s home position is marked so that we can see where the net position for the group is.
What do the individual tools do?
The BrainMap considers that people vary in the way they assess information on 2 continuums – deliberate/intellectual vs. instinctive behaviour on 1 dimension and right vs. left brain on the other. So people’s motivations will vary according to whether they are more interested in results or in relationships and patterns and this bias will be filtered according to how instinctive or deliberate they are in their activities.
So this starts to give us a map of who we may be dealing with and what drives them.
It can be summarised in the diagram.
Dudley Lynch refers to the combinations formed (starting at top left and going clockwise) as I – control, I-explore, I-preserve and I-pursue at bottom left.
However in order to use this for motivational purposes we need to unpack the motivational drivers of these individuals. Again, we tend not to see pure forms. Most people have a “centre of gravity” that will be in one or other quadrant. However it’s likely that 2 or 3 quadrants will be strongly represented in anyone’s make up.
A typical BrainMap output is shown here. This is a profile not uncommon for small business owners. The individual is something of a visionary but has good strengths in all areas.
However, some spots on this map have characteristics that map to the Graves Spiral. Even more importantly there has been quite a lot of research carried out into how the pure forms of these characters behave and how they can be motivated
These preferences result in certain, recognisable behaviour clusters that can be recognised as the characteristic “signatures” of cultures and groupings. They can be recognised in the way that organisations behave. This can be seen in the diagram that gives us a way of relating to what this might mean for our ability to construct a suitable motivational programme. We can explore these ideas using the Mindmaker6 tool which allows you to assess your own value systems and also includes a large amount of detail about selecting values to suit the system, where they work for you or against you, how to develop values, work with people’s value systems and make sure you get your message through.
Gangs are very clannish and group orientated, small businesses are often very autonomous and have been set up with the express purpose of maximising the freedom of action of the individuals who set them up. Their owners are often characterised by energy, short attention span, a bias for action and a disdain for red tape. In order for a business of this type to grow it needs to have someone at senior level capable of doing process to pull the organisation forward. If they succeed in attracting a sales team then they are likely to be achievers and will need to be motivated as such. If your motivational programme needs to involve companies of this type in your distribution channel you may need to hold in mind that the principals and the sales staff may well have quite different motivational profiles.
Public sector organisations have a very group orientated culture. Following process as laid down is important to these organisations. While they have a certain degree of analytic capability, process and hierarchical relationships are more important than results – at least as a private sector organisation would understand it. Incentive programmes therefore have to combine rewarding performance with recognition for good service to the group rather than rewarding out and out performance on an individualistic basis.
These organisations have a “we” culture. Developing motivational programmes based around individual excellence may be in danger of triggering the negative behaviours of the bottom right quadrant – sulking, resentment, sabotage and passive aggression. Similar arguments apply to individuals who are working in the voluntary sector.
Corporate business effectively runs on achievement. Both management and senior practitioners are motivated by recognition and personal achievement. Items and events of high status are important to this group as is travel to prestigious locations. The main difference in behaviour between this group and their small business equivalents is that they are likely to be more calculating in their attitude to pay-offs and considerably more analytical rather than displaying pure “let’s go for it” attitudes.
It is of course true that junior members of staff may not be aligned with the goals of the organisation and have their own agendas to pursue. It is also likely that there will be pockets of employees whose loyalty is to their own group rather to their own self-advancement and status. If we want to be successful, it is important to be clear about who is where in the organisations we are trying to motivate.
Finally knowledge businesses are in a category of their own. They attract early adopters. They’re motivated by new experiences, new learnings and things that are useful and they can use. Status in the conventional sense is irrelevant. Recognition by their peers – well that’s something different altogether.
So what does this mean for us in practice?
Most of the people we are involved in motivating are likely to be in the achiever or loyalist mindsets. Howeve you may have to deal with plenty of involvers if you work in the health, education or voluntary sectors. The key thing is to be aware of the likely drivers for the individuals involved. Whether they are self orientated or group orientated as individuals and what is the prevailing organisational culture in which they sit. This culture will be the resultant of the individuals that make it up.
The overall tools that are used to measure performance in the organisation you are working with will also need to be taken into account. 2 major models are currently widespread. One is the balanced business scorecard; the other is the European Quality Foundation’s Business excellence model.
The Balanced Business Scorecard looks at a series of indicators that while spanning different aspects of the business are still quite hard-edged. The scorecard contains measures that cover innovation, staff satisfaction, process efficiency, customer satisfaction and lastly financial performance. It’s quite possible to come up with a series of key indicators which taken together will measure the overall health of the business and allow some effective motivation programmes be designed.
The other common model is the business excellence model which is favoured by Government support agencies for the small business. It attempts to distinguish between drivers and results and is shown in the diagram here.
As can be seen it about 60% of it overlaps with the balanced scorecard but it focuses on soft issues like leadership, policy and strategy and strategic partnerships in addition
In order to design an effective motivational programme all of these issues need to be taken into account.
If we are working with an in-house sales team in a sales led environment, the problem is relatively straightforward – we simply need to provide them with the opportunity to get swiftly rewarded when they hit a challenging target with items or experiences that validate and re-inforce their status as “achievers”.
Again if we are trying to motivate a customer care operation in a culture which attracts people who wish to serve as part of a team, then we organise our motivation programme around recognising individuals for actions that consistently demonstrate the values of the organisation in looking after their customers through teamwork.
The difficulty comes when we develop a motivation programme which for instance
- Operates through one or two levels of intermediaries
- Operates where the values of the head company are in one culture but where the individual responsible for ultimately relating to the customer has a different set of values. For example, a sales orientated parts supplier works through intermediaries where the key individual is a store man whose main motivation is to get off home at 5 on a Thursday because it’s his darts match evening.
We have to capture this man’s attention. In order to get it we have to give attention, but it has to be clarified from own preconceptions of how people like ourselves operate and the motivations and pre-occupations of his superior. To put this into the Graves framework, we may be operating out of an Achiever culture, the distributor’s owner may have strong Loner tendencies while the store man himself may be a Loyalist.
Without a framework that can make sense of these different values we struggle to create a coherent offer.
If you would like to use the BrainMap, MindMaker6 and asset report tools in your own organisation or for your clients, please telephone us on 0845 094 0407