7	Project stage 3: motivitation

Figure 7.1 Team-building, leading and motivating

Convince the team that the success of the project is mutually beneficial for the company and that it is especially beneficial for them. (Alan Goodson, Project Leader, The Dow Chemical Company)

Motivation is what drives most human behaviour. Motivation is the engine that makes the vast majority of us commit to do specific things in life and it comes from within. There is no manager on Earth who can motivate someone who has already decided that they do not want to do something. Our motivational needs drive us to behave in certain ways in order to achieve specific goals. Understanding what motivates people helps us to explain and predict their behaviour.

The guideline for achieving success in motivating people on a project team, or for that matter any other human endeavour, is that first someone must be willing do something. The manager’s role is to provide an environment in which motivated people can flourish. This in turn involves a manager being able to satisfy the following questions:

• Do I feel valued?
• Am I challenged and stimulated by my work?
• Is my work and success recognized and rewarded?
• Will I be able to grow and develop here?

The ability of a manager to satisfy these needs determines the degree of satisfaction that their people will feel in working on a project.

This is supported by the work of the world-famous psychologist Abraham Maslow who pioneered a particular theory of motivation based on a hierarchy of five needs. These begin with the satisfaction of physical needs and end with what Maslow termed ‘self-actualization’. Maslow concluded that physical security, safety and affiliation needs motivate people to work, whereas self-actualization and the need for self-esteem encourage performance once people are at work.

Superior performance results from the need for self-actualization – the need to feel fulfilled. Indeed a central message of Maslow’s work is that while the lower needs no longer motivate once they are fulfilled, self-actualization motivates to continually increasing levels of performance. Also it indicates that offering someone more money to work harder may be fruitless if they are seeking greater fulfilment. Instead you might need to offer more challenge or responsibility.

For someone to become self-actualized will require them to stretch their abilities. Where such a need is not spontaneous the project manager may need to create an environment to foster it. One way to do this is by establishing goals that push the person to achieve beyond their immediate grasp. The project team environment must value and emphasize outputs. At the same time, providing constant and accurate feedback on performance is another important element of creating the right motivational environment. Anything that provides a measurement on progress gives people the opportunity to assess how they are getting on. Listed below are some classic types of high-level motivators. As project managers we need to seek out opportunities to provide the opportunities for people to realize them.

• Sense of achievement.
• Recognition of ability.
• Interesting and challenging work.
• Responsibility.
• Promotion.
• Rewards – financial.

Of course it goes without saying that money is a motivator, as is a manager’s attitude towards their staff, but often too much focus is paid to the impact of money. Whereas the evidence is clear that above a certain level money ceases to be a motivator to harder work. People also have different requirements as to what they might consider is enough money. Motivational theory also teaches us that it is not the money that people often work for but what the money provides that is the real motivator. For some people it might be independence; the opportunity to say goodbye to the company. For others it might be power; the ability to buy things that will impress other people.

To gain further insights into individual motivation we need to examine another approach.

The three basic motivators

Harvard University psychologist David McClelland developed a very useful theory of motivation that we can see and apply almost every day. His extensive work resulted in a theory that is based on people having three fundamental needs:

• the need for achievement
• the need for affiliation
• the need for power.

His work pointed out that we all possess these types of motivational needs but that we experience them to different degrees of intensity.

Whilst these needs exist alongside lots of other motivations they are viewed as being very deep seated and as a result cause us to behave in certain ways or patterns that can be predicted to some degree.

The practical application of McClelland’s work is that people who have a high need for achievement motivation think in a particular way, just as affiliation and power motivated people do. Consequently, these thought patterns which are constantly running inside someone’s mind eventually lead them to be behave in a certain way.

McClelland was able to codify these thought patterns and behaviours to produce a useful approach to help us understand other people and why they behave the way they do. For the project manager it is an approach to help understand:

• our own individual motivational pattern
• the motivational pattern of our team members
• the motivational pattern of our project sponsors.

By using the basic principles of McClelland’s model we can quickly gain valuable insights in how best to manage and motivate team members as well as engaging in more productive working relationships with project stakeholders and sponsors. In using the approach the requirement is simply to focus on people’s individual behaviours and statements in order to gauge signs of their motivational pattern. This does not require someone to become an amateur psychologist but merely to observe what is already in front of our eyes and ears.

But let us outline the three forms of motivation.

The need for achievement motivation

If the project is a success make sure all the team participate in its success – don’t grab all the credit and limelight – people remember. (Dennis O’Gorman, Senior Project Manager, Fitzpatrick Contractors)

People who have a high need for achievement motivation are concerned about improving their performance and increasing their effectiveness and efficiency. They tend to do this by setting themselves very high internal standards of excellence, always looking to do the job better and improve on their last performance. They like to beat themselves rather than other people.

Highly achievement motivated people also like to exercise strong control over their work as they have the knowledge and confidence that they can succeed. Consequently they may like to work on tasks alone. They will also express a keen interest in and have an immense appetite for feedback on their performance. Indeed, one of the ways to irritate the highly achievement motivated person is to not provide any information on how they are doing. Interpersonally they often appear quite tough and even brusque. They want to get the job done and do not always worry about the other person’s feelings.

The classic door-to-door sales role is a perfect example of an achievement motivated job. The individual is not managed, they are left to get on with it. They get instant feedback on their performance with every customer they meet. They have the opportunity to try out new and innovative sales approaches. They also earn in relation to the effort they put in. Their tough interpersonal shell means they can cope with the constant rejection and rebuffs from potential customers. So we can see how such a job would appeal to many highly achievement motivated people.

The need for affiliation motivation

Individuals with a high affiliation motivation are concerned with establishing close, friendly relationships with other people. Their concern is with maintaining positive relationships and avoiding any unnecessary break-up or fracturing of team spirit. Affiliation motivated people generally possess excellent interpersonal skills and are able to develop and nurture others. They tend to do well in positions that require them to help others or manage people to accomplish a task. Able to motivate and build team spirit they help a team function extremely well. Frequently they will know a great deal about their colleagues and be well liked and trusted.

Affiliation motivation is often important to people who find themselves either in repetitive work such as production working or, alternatively, stressful work such as customer care where their people skills can help relax irate customers. Affiliation motivation is also important in roles that require a lot of cross-functional relationships and communications. Research suggests these people also make great team leaders and supervisors.

The need for power motivation

People who have a high need for power motivation are interested in influencing and impacting on others in order to get things done. It is the motivation that is most associated with management. At best, power motivated people work for the good of everyone; at worst they can be selfish and egotistical.

Power motivated people tend to be very good at influencing others; some may even be charismatic. They often possess excellent interpersonal skills, and some are very good at reading the political agendas in organizations and are able to get others to work towards a common goal. Status is also very important to many power motivated people. As such they tend to be concerned with their image and reputation as these send messages to other people as to who they are and what power they have. Rank and authority will be of interest so think about job titles when trying to motivate such individuals. Also involve them in important meetings where senior managers are involved. To make them feel even better ask them to make the presentation.

Table 7.1 is a summary of the characteristics of each type and the sorts of things to look out for and avoid when dealing with each time. But do remember the following points when applying the approach:

• Listen to the things people talk about – self, control, results, goals, people, friends, influence, control, direction, image, status? What do they like to focus on? – small talk or straight into business with no time-wasting? Remember, the words help us to focus on what someone possibly values, and if we know what they value we have a means to motivate them.
• Watch out for the behaviours – power motivated people are often very conscious of status. Are you required to conform to certain forms of protocol in dealing with someone? Do they like to always feel in control? Affiliation motivated people will want to get their team or others involved to develop consensus and commitment. They will want to get to know you as a person. Watching how someone behaves tells us what they value.
• Check out the skills as well – how someone thinks and is perhaps motivated is only one part of the equation, you must also consider a person’s skill set. I might think like a power motivated person but lack the actual skills required to influence others, in which case I will fail before I begin! So assess the person’s skills as well as his or her motivation.
• Remember people are complicated and can be a mixture of different types of motivation – as we have already warned in a preceding chapter do not use any theory to simplify your world. Motivation is a complex issue and whilst there are colleagues who you can immediately identify using McClelland’s typology there are probably a lot more where it is more challenging to get a simple result. The reason is that people are complex. So use any approach towards understanding someone else with caution. If you have doubts try to check out your assumptions by asking some relevant questions.

Getting project sponsors on side

I once heard a person say, ‘You know you are a project manager when your secretary brings you coffee every morning.’ I knew I was doing something wrong, because back at my office, I don’t have a coffee machine ... nor a secretary! (Gregoire Bouille, MIS Analyst – Methodology and Education, Philip Morris)

One of the critical issues in managing projects is to get your sponsor motivated. A very important initial step in this process is to get them thinking that you are an excellent person to be working with. If we take McClelland’s theory we soon realize that different profiles result in different needs. By using some of the basic elements of his approach we can very quickly produce some guidelines to follow. We then have the opportunity to create greater rapport with our key customer.

How to manage the achievement motivated sponsor

This project relationship will work best when the sponsor is kept advised of all progress. So the application of agreed reporting requirements should ensure no major problems. But you will need to watch out for the sponsor possibly interfering. Remember achievement motivated people like to be in control and they are not always good at remaining relaxed when things have been delegated. The strong application of the detailed project reporting disciplines we have outlined should offset any normal antagonisms. But make sure you never leave this sponsor wondering what is happening.

Table 7.1 McClelland’s theory of motivation – general overview

	Achievement motivated	Power motivated	Affiliation motivated
	The need to perform well at a particular task is concerned with:	The need for power to influence or impress others is concerned with:	The need to establish and maintain warm personal relationships is concerned with:
Clues to motivation	Meeting or surpassing standards of excellence Making a significant and unique contribution Competing successfully with others Realizing personal career goals	Having control of situations Control through position and circumstances to influence others Recognition through status/position Greater responsibility Building a reputation	Being part of a group or team Being liked and accepted Being involved with others in the work situation Minimizing the degree of conflict
Actions to promote motivation	Agreeing targets and measurable performance standards Review performance regularly Focus on results and contribution Focus on personal improvement and development Approach work in a systematic manner with plans to achieve goals	Ask them for ideas and suggestions Let them present ideas Demonstrate how they have influenced the situation Give them credit for success Assign them a role and get that recognized by others Keep them informed of major issues	Showing interest in their personal circumstances Sharing information with them Emphasizing the 'we' Establishing some social contact Recognition of their role within the team
Actions to avoid	Being vague about desired results Sporadic and unstructured discussions Over-supervision Withholding the necessary authority to act Applying unnecessary controls Infrequent performance feedback	Excluding them from your decision Restricting their access to senior levels of management Withholding of authority Being autocratic with them Neglecting to show respect for their position or them	Being abrupt or cold in your dealing Irregular contact Physically isolating the person Restrictive communications flow Being overly critical of others

Also ensure that any meetings that you run are highly focused and efficient. Achievement motivated people like to get down to business quickly, avoiding any real social conversations. Expect dealings with them to be slightly cold and to the point.

Achievement motivated people tend to ask themselves if the people they are working with are capable. So you will need to be alert and on top of your subject in order to keep them placated. Show and demonstrate evidence of your expertise and skills to impress them.

How to manage the affiliation motivated sponsor

This type of sponsor is going to be concerned with your interest in them and their people. Watch out for lots of involvement clues. They will want a project to perhaps solicit many views from different groups of people. Be prepared to work hard at meeting these needs even if at times it creates additional workload. To the affiliation motivated sponsor it means a great deal and an early offer to include the team in discussions will help to cement the relationship.

Expect to be quizzed about who you are and what you do but realize that this will not just involve your technical competence. Remember that affiliation motivated people are essentially interested in people. So you may well have to share a little about your likes and dislikes, your interests outside work, hobbies etc. Responding to the genuine interest of the affiliation motivated sponsor will result in you building a strong rapport. A great danger is to be dismissive of an overly affiliation motivated response, but do realize that affiliation motivated people have very strong interpersonal detectors and can spot fakes. So stay genuine and sincere.

One possible danger area lies in the affiliation motivated person’s desire for unity and harmony. Should problems arise on a project and people have to be confronted, you will need to manage the process very carefully. Whilst affiliation motivated people are capable of giving bad news or confronting difficult issues it is not something that they necessarily like doing. They may have to build up to the situation. For the project manager this could present difficulties if a project hits a critical phase and tough decisions need to be taken by the sponsor. So consider building the relationship early on so that you can give sound advice to your sponsor. If difficulties arise get them to focus on the wider impact of the problem and what is likely to happen if the issue is not dealt with.

How to manage the power motivated sponsor

The power motivated sponsor can be a complex individual. In McClelland’s original work he described this as the most complex form of motivation. On one level the power motivated sponsor can be the ideal client or customer: considerate, reasonable, businesslike and easy to do business with. On another level the power motivated sponsor can be a very difficult political game player. At worst they have the capacity to be conniving, duplicitous and thoroughly nasty. What both share however is a good understanding of how to influence or manipulate other people.

Power motivated people get people on their side either by strength of personality and charisma or manipulation. If their motivation is used in a constructive way such people can be a great asset to a project manager. They are able to sell ideas and proposals to others and are skilful at working through the obstacles placed by others. To do so they might used previous contacts, alliances or even favours. In complex projects these influencing skills can be a great asset to any team.

Most power motivated sponsors will be concerned as to what it is you can do for them and their plans to climb the corporate ladder or deliver success via the project’s goals. So pay due respect to their authority or expertise. A good ploy is to ask them to lend their expertise and experience – flattery is a great motivator to them – by chairing or leading another part of the project if their diary allows it. Be prepared to defer to them for advice and counsel. Above all, pay them respect and defer to them on important matters.

Motivation issues within the project team

As well as using McClelland’s approach to manage sponsors we can equally apply the work to project team members. Gaining an understanding of their needs will enable us to manage them in a more effective way. Below are some suggested guidelines.

The achievement motivated team member

Set clear and stretching targets – these people work best when they are being pushed. Place responsibility and trust in them. Achievement motivated people do not like to have people looking over their shoulder. Make sure you provide lots of performance feedback. One very easy way to demotivate an achievement motivated person is not to give them feedback on their performance. Remember that feedback enables you to assess when you are succeeding or not and that is a primary driver of the achievement motivated person. Be prepared for this person to be coming up with lots of new and sometimes radical ways or solutions to fix problems. Whilst too many may be frustrating, recognize that the individual is trying to improve the situation by doing something that has not been done before.

The affiliation motivated team member

The affiliation motivated team member will be a strong and wellvalued team member. They will display lots of interest in other team members and as such are great for developing team spirit and motivation. As a project manager ensure that you allocate time to this team member. With the right skills they have the ability to not only be an excellent and supportive team member but with their interpersonal skills and antennae they can play other influential roles. Affiliation motivated people have the capacity to get others to like them and can therefore play strong leadership roles. Equally they may be adept at persuading other parties to assist on parts of a project.

The one area to look out for is when the team is experiencing problems on performance and you require a highly affiliation motivated person to give bad news or confront someone about their work output. The issue for the affiliation individual is not that they cannot deal with these situations but rather that they may need some time to work up how they are going to deal with it. They will generally be unwilling to simply jump in and get it over with. Their concern for others means they will want to do it with a degree of care and sensitivity. In extreme cases it may well mean that they might try to avoid such tasks. So be prepared to be on hand to offer support and coaching to them if necessary.

The power motivated team member

The power motivated team member will be concerned with getting involved in the important and critical elements of the project. They may well want to take leadership or supervisory roles provided they have the skills. Power motivated people will be keen to attend important meetings where all the interested parties are present. If they have the skills they will be keen to take a role in presenting information to the project sponsor or other team members. At best they can be highly effective in supporting the project manager to take on supervisory roles and acting as a credible liaison figure with interested parties. Power motivated people can make good leaders and their influencing skills can help sell the benefits of a project to relevant parties. So be alert to using their abilities.

At worst the power motivated team member might want to run before they can walk. They could be too interested in trying to demonstrate their apparent higher abilities and skills rather than actually getting down to some basic tasks and disciplines. This can cause a strain for a project manager who is under pressure to get results. So it will be important to ensure that all team members are made aware of their responsibilities and key deliverables.

Identifying someone’s motivational profile

Consider someone you work with in the course of your job or that you might have to work with on a project. It might be a potential team member or a project sponsor or stakeholder.Take a little time to reflect on their behaviour as you experience it? Think about how they operate and put themselves around the organization?

Identifying motivational factors

Transfer the ratings for each statement in the questionnaire (A, B, C and D) to the matrix below. The resulting total scores will provide a profile of the individual’s motivation. Then plot the scores on the motivational profile matrix. Do not worry about absolute precision as you are only trying to get an approximate idea of where someone might be on the matrix.

Allocate the following scores: A = 1, B = 4, C = 6, D = 10

Motivational profile matrix