Information about Motivation Maps Ltd and Motivational Maps

Motivational Maps Ltd was founded in 2006. Its Motivational Map is ISO accredited: ISO 17065: www.irqao.com/PDF/C11364-51147.pdf

The company website can be found at www.motivationalmaps.com and enquiries should be addressed to [email protected]

There are currently four different Motivational Maps available:

1. The Motivational Map is for individuals and employees to discover what motivates them and how motivated they are; this produces a 15-page report on the individual.

2. The Motivational Team Map, which this book is largely devoted to. This is a 22+ page report which synthesises the individual maps from any number of people and reveals what the overall motivational scores are. It is ideal for team leaders and managers.

3. The Motivational Organisational Map produces a 44-page report and synthesises the information from any number of team maps be they from the whole organisation or a section of the whole organisation. Ideal for senior managers to understand how to implement their strategies through people.

4. The Motivational Youth Map is different from the other Maps in that it has three outputs: one for the student, one for the teacher and one for the parent; all designed to help motivate the student to succeed at school and college. Ideal for 11–18-year-olds and schools and colleges looking to motivate their students. There is also the Youth Group Map. It is also available in Hungarian.

The Motivational Map questionnaire is in nine different languages: English, Hungarian, Spanish, German, French, Italian, Greek, Lithuanian, and Portuguese.

Motivational Maps Ltd has licensed over 800 consultants, coaches and trainers to deliver the Map products in 15 countries. There are five Senior Practitioners of Maps in the UK.

UK Senior Practitioners

James Sale, the author, can be found at www.jamessale.co.uk
Dorset
His Linkedin profile is: https://uk.linkedin.com/in/jamesmotivationsale

Bevis Moynan, Magenta Coaching Solutions, www.magentac.co.uk
Cambridgeshire

Jane Thomas, Premier Life Skills, www.premierlifeskills.co.uk
Dorset

Carole Gaskell, Full Potential Group, https://www.fullpotentialgroup.co.uk
London

Kate Turner, Motivational Leadership, www.motivationalleadership.co.uk
Wiltshire

Susannah Brade-Waring and Heath Waring, Aspirin Business Solutions, www.aspirinbusiness.com
Dorset

Motivational Maps Resources can be found on www.motivationalmaps.com/Resources

For more information on Motivational Youth Maps contact:
Mark Turner at www.motivationalmapseducation.com and mark@ motivationalmentoring.com

Other Key Books on Motivation, Team and Organisational Development

Twelve books we like on motivation, teams and organisational development:

The Attitude Factor, Thomas Blakeslee (Thorsons, 1997)

The Collected Papers of Roger Harrison (McGraw-Hill, 1995)

Effective Change, Andrew Leigh (IPM, 1988)

Finding Meaning in the Second Half of Life, James Hollis (Penguin, 2006)

The Five Dysfunctions of a Team, Patrick Lencioni (Jossey-Bass, 2002)

The Handbook of Communication Training, edited J.D. Wallace (Routledge, 2019)

The Leadership Challenge, James Kouzes and Barry Posner (Jossey-Bass, 2002)

Life’s Philosophy, Arne Naess (University of Georgia Press, 2002)

Management Teams, R. Meredith Belbin (Heinemann, 1985)

Managing Change and Making It Stick, Roger Plant (Fontana/Collins, 1987)

Organisational Development, edited Cliff Oswick and David Grant (Pitman, 1996)

The Spirit at Work Phenomenon, Sue Howard and David Welbourn (Azure, 2004)

TEAM REWARD STRATEGIES FOR THE DEFENDER – RELATIONSHIP

1. Communicate – especially good news about the organisation and how it’s doing. Use regular briefings, notice-board, even emails where necessary.

2. Link organisational goals and achievement to personal security. Do this informally and formally (for example, at appraisal time).

3. Reward and value loyalty and faithful service within the Defender team – be explicit about this. Stress team values and co-operation.

4. Define roles and responsibilities within the team clearly – remove ambiguity. The organisational chart is also a reassuring aide-memoir to have around.

5. Create and publish plans. Do things in incremental steps – safe and sure. Long term planning prevents fire-fighting and crisis management.

6. Provide perks that tap into their need for security – health care provisions, pension enhancements, loyalty schemes.

7. Create an environment where dependability is par for the course. For example, good furniture, hardware that is quality and functions.

TEAM REWARD STRATEGIES FOR THE FRIEND – RELATIONSHIP

1. Organise good social events for the Friend team. Make sure it’s one they want – ask! But also cultivate in spontaneity, appear ‘natural’.

2. Make a good social working environment. Make sure access to people is easy and free. Avoid closed doors, no-go areas, forbidding plaques!

3. Publicly stick up for the Friend team when times get tough –they really appreciate it.

4. Consider the welfare of the Friend team. Is there a quiet room where they can go if they need to calm down, or rest, or meditate or nap?

5. Encourage peer-to-peer ‘Now That’ rewards (‘Now That’ you’ve achieved this, you get that). Enable anyone in the team to award.

6. Rotate low priority or low skill tasks around the team. This will lessen the boredom and increase the sense of sharing.

7. Regularly ask the team: What do you think [about X]? And where relevant and possible, take them into your confidence.

TEAM REWARD STRATEGIES FOR THE STAR – RELATIONSHIP

1. Motivate the Star team with prestige and awards. The key thing about awards from the management perspective is to make them little and often.

2. Work on something as a team for charity. This work tends to be highly credible and usually high profile.

3. Produce a real organisational newsletter that is fun, fun, fun! Less boring stuff about your gizmo and more about Star team members.

4. Publicise – by advertising in newspapers and magazines – all industry awards that your organisation and Star team wins or is nominated for.

5. Create a display case – often called the ‘Wow wall’ – where letters and testimonials from satisfied customers are visible.

6. Invest in business cards for all staff, especially Star team members. This enhances their importance and provides marketing for your organisation.

7. Link ambitious targets for the Star team to high visibility rewards – Stars will go for it.

TEAM REWARD STRATEGIES FOR THE DIRECTOR – ACHIEVEMENT

1. Be explicit – ask the Director team who wants the leader’s job? And build from there – empower them.

2. Delegate responsibilities to the Director team and monitor how they perform. Be sure you have safeguards; training is critical.

3. Give the team leadership coaching, mentoring and training. Directors need it in order to achieve the level of performance that they seek.

4. Allow Directors to stand in for the Team Leader as often as possible. This can be difficult, but this will really help team performance.

5. Create an atmosphere of performance and control – for example, does the furniture and office technology convey a sense of high performance?

6. Ask the Director team to review how successful meetings are within the organisation. Use this review to re-structure how meetings operate.

7. Invite team members to an organisational seminar entitled, ‘Is management for me?’ Enable them to think about their careers.

TEAM REWARD STRATEGIES FOR THE BUILDER – ACHIEVEMENT

1. Set clear goals and link them to rewards, especially financial ones. Team goal-setting is a powerful tool. Goals need to be clearly linked to rewards.

2. What one-off bonuses for extraordinary efforts and achievements are available? Find and use them – here they really count.

3. What other perks are possible and might motivate the Builder team? Consider small things. The motivators for £15 or less.

4. Engage the Builder team’s competitive spirit. What games or competitions do you have organised on an ongoing basis?

5. Demonstrate to the Builder team that your organisation is financially astute. Builders like sound economic decisions since they appreciate the value of money.

6. Consider where you could offer Builder teams a discount on your products and services.

7. What extra training might help the Builder team become more valuable to the company and so entail a pay rise or a perk?

TEAM REWARD STRATEGIES FOR THE EXPERT – ACHIEVEMENT

1. Ensure an excellent induction programme for new Expert team members. A good start is likely to keep the Expert hooked.

2. Flag up learning opportunities over the next year for the team and individuals within it. Show them the overall development plan and what’s on it for them.

3. Use Mentoring Opportunities. Experts will especially like mentoring from a more knowledgeable or skilled colleague and this can work within the team.

4. Invest in e-learning packages – technical, interpersonal and managerial – to enable staff to carry on learning 24/7.

5. Can the office environment be used as part of the learning environment? Consider display areas and the environment: how can they be utilised?

6. Give members of the team the opportunity to attend courses during the day, particularly if working for a degree level type of qualification.

7. Ask Experts within the team to share their learning experience – ask them to cascade their learning, especially after external courses.

TEAM REWARD STRATEGIES FOR THE CREATOR – GROWTH

1. Use creative techniques to generate ideas at team meetings – especially brainstorming, the 20 questions technique, or 6 Thinking Hats.

2. Identify all the business areas in which fresh input might be appropriate and beneficial. Get the team to work on them.

3. Set goals and objectives that specifically require creative applications or original solutions to challenging problems.

4. Avoid putting the Creators in a routine role or working on a routine project for too long a period. Routine invariably means ‘boring’ to the Creator.

5. Set aside a training day where all the team are expected to work on anything they choose (but which will benefit the organisation).

6. Offer the Creator team training and development that enables them to use and optimise their skills more creatively and more effectively.

7. Provide a stimulating environment – creative ideas are stimulated by beauty, by nature, by music and art, and often by what is unusual.

TEAM REWARD STRATEGIES FOR THE SPIRIT – GROWTH

1. Encourage the mind-set that the team is really a Managing Board of their own business. Bolster their self-image.

2. Increase the scope of the Spirit team’s decision-making. Delegate to them, where appropriate. Reduce ‘interference’ in how they work.

3. Give them maximum control over how they utilise their time. They can work to a very tight schedule, but avoid arbitrarily imposed timetables.

4. Provide a relaxed environment – provide an office environment where the Spirit team feels relaxed and at home, rather than formally constrained.

5. Institute ‘dress down’ Fridays (or whatever day) in which the Spirit team can wear casual clothes (except perhaps when meeting customers or clients).

6. Let Spirit team members work at home! This is particularly the case where the technology and the role coincide.

7. Allocate 10% of time – one afternoon a week – to allow Spirit teams to work on their own projects and research which may benefit the organisation.

TEAM REWARD STRATEGIES FOR THE SEARCHER – GROWTH

1. Searcher teams love positive feedback – so give them it. Especially tell them about the consequences of their work and praise them.

2. Create a more stimulating environment around the Searcher. Think about: colour, rhythm, nature, light, art.

3. Avoid meaningless routines with Searcher teams. Review their current work flow. Ask for ideas on how to vary the work or the routines.

4. Obtain positive customer feedback for the Searcher team. They love testimonials and endorsements about the outcomes of their service.

5. Make sure that all equipment and materials the team uses are fit for purpose. Inadequate equipment and materials derail their purpose.

6. Improve regular communications at work: oral, written, electronic and use visual, oral and kinaesthetic modes to communicate.

7. Engage in team building exercises – develop a team culture. This re-enforces the significance of the Searcher team’s work.