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One way we can look at differences in people is to note which drives them more - achievement, power or affiliation. These are important distinctions when learning to create a culture of recognition in an organization.
Achievement
Those with high achievement needs seek lots of feedback when doing a job. They are not comfortable until a job is completed and work best when there is a deadline. A way of recognizing them is to give them more challenging work or added responsibility. They always set high standards of performance so they do not like "light" compliments. Achievers do, however, tend to be competitive, so traditional "races for rewards" would please them and motivate them to accomplish more.
David McClelland and his associates at Harvard have studied this compulsion to achieve for the last twenty or so years. He noted that achievers set reachable goals that stretch their current ability. They like to play it safe. Acknowledge achievers, then, by making certain that they can influence the outcome of any project in which they are involved. They like to know the effect of their efforts and abilities, so it is important to let them know, even though they are less concerned than most with outward awards. While they accept the external kudos of their peers, their real reward is a personal sense of accomplishment. Praise them by giving them yet another - perhaps bigger problem to solve or contest to win. Money can be a measurement of performance, but it is not their exclusive reward.
People with high need for achievement usually place themselves in situations in which they can get concrete feedback on their progress. Obviously, the nature of the feedback would be important as well. This type of person likes to keep score. They are on target with quality goals of "always trying to find a better way of doing things." Achievement oriented people usually get more raises and are promoted faster because of this. They are highly task-oriented and expect others to be as well. They want to know how well they are doing with their ideas, or with the actual work accomplished and would be less motivated by praise on how much of a team player they are or any other personal characteristic. The one major drawback they have in an organization which is focused on Quality, is that they have a tendency to be more independent and have a more difficult time as managers of people - especially of people who may be different from themselves.
Affiliation
On the other hand, those motivated by affiliation needs want social feedback. They thrive on hearing about how their attitude or personableness contributed to the success of a project. They place a high value on harmonious relationships and usually are attentive to people's needs and wants because they also want to feel needed and wanted. People with high affiliation like to be praised for being team players. They love group projects In fact, they do not like to work alone. At the heart of the need for affiliation is the desire to have our beliefs validated and confirmed. All of us join groups with people like ourselves, but some of us have greater social needs than others.
Recognition that comes in the form of being given work we love to do is sometimes the most rewarding. People with high affiliation needs go out of their way to make friends with someone who is new. So, one way of recognizing this is to assign them to that task. You could also call upon an affiliator to be a reconciler, since they like to help others. But, at extremes, affiliators may want too much to be approved and liked, so may take less risks or be less honest in a situation that calls for assertive confrontation.
Sometimes affiliation needs may be temporary. For example, if a previously strong relationship has been shattered, or a person leaves a prevailing belief system, he or she would want to associate with others who have the new belief in order for his or her own doubt to be dissipated. Like recognition, we all need some external validation for our beliefs.
Power
Power is a our potential to have others comply or be influenced by what we say, do or believe. Power can be positional, as in the case of a director, boss, military commander or parent. It can also be personal, based on charismatic personal qualities.
For our purposes here, we might simply consider power as synonymous with influence. A person who is motivated more by influence than by achievement or affiliation, usually prefers to work alone and not be told what to do. If this person happens to work for you, recognize them by giving few global directions and a lot of leeway to work independently.
They like status symbols so trophies, awards and plaques may be the way to go - IF, in fact, these symbolize power in your organization. Sometimes, power is symbolized by the location of an office, or the height of the dividers around their workspace. Each place of work has its own symbols of power and they probably are quite evident when we allow ourselves to tell the truth.
These people can often be recognized by titles as well, as long as the title comes with the authority to do the job and be in charge, even if it is of a single event or project.
Ask for the ideas of power motivated people and be sure to use them as well. Especially acknowledge their ideas about how to influence change in other people. They are usually verbally fluent, so allow these people to publicly express their opinions as well.
Be sure you have neutralized the effect of the word POWER in your own mind. Many people judge others who seem to need and want status and influence. Alfred Adler, the psychologist who introduced the concepts of inferiority complex and compensation taught us a great deal about power. People who have had difficulty as children because of their position power (or lack of it), with parents who wanted excessive control, may have grown up feeling inadequate about winning the admiration and respect of others. They may either shy away completely, or demand it. Either of these attitudes could be what prevails behind a manager's behavior that is overbearing or power-hungry.
On the other hand, if a person grows through the normal feeling of childhood powerlessness in a mature fashion, he or she will transform that need for power into a desire to perfect social relationships. This person will make an excellent manager, because in their concern for power, their concentration will be on how to influence relationships so that a greater degree of trust and respect develops. We need managers and leaders who have this ability and desire.
Constant Change
No one type is better than another. The point is, they all exist. At times, each of the above designations may exist in each of us. Our lives are dynamic and changing, and so our motives may also adapt and change as well. Recognition is challenging, because we are constantly aiming at a moving target!
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