1. Aspt:GONZALEZARMIJOS ERNESTO

2. about
the 4-Drive Model
of Employee Motivation
A Simple
Story
Kurt Nelson
©2009 The Lantern Group

3. Meet our protagonist…
We’ll call him “The Manager”

4. Meet our protagonist…
Hi!
We’ll call him “The Manager”

5. The Manager works for a Company

6. The Manager works for a Company
We
make
stuff!

7. But there is a problem…

8. The workers aren’t motivated…

9. The workers aren’t motivated…
Breaks
over!

10. The workers aren’t motivated…
#%$#*!

11. The Manager needs to figure out how to
increase employee motivation

12. But how?
The Manager needs to figure out how to
increase employee motivation

13. He tried to get the workers excited!

14. He tried to get the workers excited!
Let’s go!

15. He tried to get the workers excited!
Get
motivated!

16. He put motivational quotes up around
the office

17. He tried to instill fear!

18. He tried to instill fear!
Get moving or
your fired!

19. He even tried to “entice” them

20. He even tried to “entice” them
Big Bucks!
I got the
Big Bucks!

21. These “fixes” all worked for a while…

22. But none of them seemed to work for long

23. Ho Hum…
But none of them seemed to work for long

24. Then one day The Manager read a book

25. Called Driven, by Lawrence and Nohria

26. And it helped him figure out…what he
needed to do

27. And it helped him figure out…what he
needed to do
Eureeka!

28. He realized there are four main drives
that impact employee motivation

29. Acquire,
Bond,
Challenge
and
Defend
He realized there are four main drives
that impact employee motivation

30. And that he needed to work on all four of
these drives with his employees

31. As Lawrence
and Nohria say,
“every job must
provide an
opportunity to
fulfill…all four
drives.”
And that he needed to work on all four of
these drives with his employees

32. The drive to Acquire is about an
employees need to acquire “stuff”

33. The drive to Acquire is about an
employees need to acquire “stuff”
[ like money, things,
awards, prestige ]
$$

34. They are motivated to Acquire this “stuff”
$$

35. And they’ll work hard to get it

36. And they’ll work hard to get it…

37. And they’ll work hard to get it…and keep it

38. And they’ll work hard to get it…and keep it

39. And they’ll work hard to get it…and keep it
Grrr!!!!

40. So now The Manager knows the way to
structure pay and rewards to leverage the
drive to Acquire (not just as base pay)

41. So now The Manager knows the way to
structure pay and rewards to leverage the
drive to Acquire (not just as base pay)
Utilize incentives to
drive performance
and create a culture
of recognition and
reward

42. The Manager also knows that the Acquire
drive is relative

43. Employees
will always
compare
themselves to
others… the
drive is never
fully satisfied
The Manager also knows that the Acquire
drive is relative

44. And you need to know what your
employees think

45. Find out who your
employees compare
themselves too
(this is not always
obvious) and make
sure that your pay
and perks are
comparable
And you need to know what your
employees think

46. And The Manager knows that the drive to
Acquire is about more than just money

47. And The Manager knows that the drive to
Acquire is about more than just money
The drive to
Acquire is also
about prestige
and status

48. And The Manager knows that the drive to
Acquire is about more than just money
Make sure you
give credit and
promote your
employees
achievements!

49. But employees also have a drive to Bond

50. But employees also have a drive to Bond

51. But employees also have a drive to Bond
[ form positive social
relationships with co-
workers ]

52. Bonding is an innate drive that helps
employees feel part of a group

53. They will go out of their way to help
people in their group

54. They will go out of their way to help
people in their group
Do you
need any
help?

55. These bonds will help to instill loyalty and
engender positive emotions about the
company

56. These bonds will help to instill loyalty and
engender positive emotions about the
company
What a great
place to work!

57. So The Manager now knows that he has to
foster bonding and create opportunities
for social interaction

58. So The Manager now knows that he has to
foster bonding and create opportunities
for social interaction

59. So The Manager now knows that he has to
foster bonding and create opportunities
for social interaction

60. Which leads to the employees identifying
themselves as a team

61. Which leads to the employees identifying
themselves as a team…

62. Which leads to the employees identifying
themselves as a team…with more
motivation

63. The Manager knows that teambuilding
sessions are about more than fun…

64. The Manager knows that teambuilding
sessions are about more than fun…
Teambuilding
should provide
opportunities
for greater
bonding and
trust building

65. The Manager knows that teambuilding
sessions are about more than fun…
And should
create a shared
experience that
helps build a
unique and
positive culture

66. And that celebrations actually have a
business impact

67. And that celebrations actually have a
business impact
Happy
Birthday!

68. Of course there is the drive to be Challenged

69. Of course there is the drive to be Challenged
[ be inspired to learn
and grow – face and
overcome challenges ]

70. Where regular employees can become…

71. Where regular employees can become…
SUPER HEROES!

72. And by creating variety, stretch goals, new
experiences, and opportunities to learn…

73. Companies create teams of super heroes!

74. Who come to work motivated and engaged!

75. Who come to work motivated and engaged!

76. Who come to work motivated and engaged!

77. The Manager knows that he has to ensure
that his employees are constantly
challenged and learning new things

78. The Manager knows that he has to ensure
that his employees are constantly
challenged and learning new things
We are
going
for that

79. The Manager knows that he has to ensure
that his employees are constantly
challenged and learning new things
We are
going
for that

80. And structure the jobs and the processes so
they don’t become routine and rote

81. And structure the jobs and the processes so
they don’t become routine and rote
I’m
bored

82. But instead they challenge the individual

83. But instead they challenge the individual
Set stretch goals,
assign different
types of projects,
job sharing, have
contests, expand
duties…

84. And provide new learning opportunities
Training classes,
job shadowing,
mentorships,
strategic
planning

85. The last element is the drive to Defend

86. The last element is the drive to Defend
[ defend the company
and the ideals it stands
for ]

87. Where employees feel such pride and
attachment to the company that they are
motivated to defend it against all attacks

88. Where employees feel such pride and
attachment to the company that they are
motivated to defend it against all attacks
You
talkin’ to
me?

89. Competitive action

90. The Economy

91. Rumors and negative talk
Negative
information
and rumors

92. The Manager knows that to activate the
drive to Defend, employees must feel a
connection to the company

93. And feel pride about what the company does
and how it acts

94. This means that The Manager has to do and
act the right way as well

95. This means that The Manager has to do and
act the right way as well
I need to be
honest and
courteous – being
transparent about
how and what the
company is doing

96. This means that The Manager has to do and
act the right way as well
I need to
highlight the
good that we do
and constantly
focus on the big
picture!

97. This means that The Manager has to do and
act the right way as well
And I need to stick
up for my team
and walk the
walk…

98. So The Manager implemented these changes
and low and behold….

99. So The Manager implemented these changes
and low and behold….motivation improved

100. The Company prospered…

101. The Company prospered…

102. The Company prospered…

103. And The Manager got promoted!

104. And The Manager got promoted!

105. And The Manager got promoted!

106. And The Manager got promoted!
Yeah!

107. To find out more about
the 4-Drive Model
www.lanterngroup.com
612-396-6392
©2009 The Lantern Group – use permitted with acknowledgement
Read this…
Or contact us…

108. ©2009 The Lantern Group – use permitted with acknowledgement
Bye!