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The standard line in leadership training is
"people do things for their own reasons, not yours." Here is a powerful new way
to find their motives and activate them.
Natural Values
There are seven values which are common to all people. These are not values we
have learned but rather they are part of who we are. In this context I define a value as
"the relative importance" of something.
Chances are good that your exposure to
"values" has focused on learned values. The ones which come from our
experiences, teachers, parents, society, and peers. These certainly color our choices and
affect our performance but not nearly as much as our natural values do.
The natural values are with us at birth and stay there throughout our lives. Have you ever
noticed the difference in infants even from the same parents? I often ask audiences to
comment on how different their babies were one from the other. They cite differences in
how they take their food, respond to touch, interact with others, relate to their toys and
environment, etc. This difference becomes even more pronounced as they mature. Therein
lies the key to their motivation.
Everyone has the seven natural values.
Sensuality: the relative importance of one’s physical
experiences
Empathy: the relative importance of feeling connected to other people
Wealth: the relative importance of ownership and value
Power: the relative importance of control and recognition
Aesthetics: the relative importance of beauty, balance and symmetry
Commitment: the relative importance of a cause, being committed
Knowledge: the relative importance of learning and understanding
Though you and I both share all seven values, your top values may be very different from
mine. If my top value is power and your top value is knowledge, we will respond
differently to the same stimulus. For example say our employer offers us a chance to
attend a seminar on "How value systems affect motivation." Your main reason for
attending might be simply to gain the knowledge because you love to learn, whereas my main
reason might be to find ways to use this new knowledge to advance my position or better
control my team. We both would benefit from the training but we would have different
primary motives for learning it.
If commitment were my main value, I would go to the seminar because it was the "right
thing to do" or because it was a way to show my commitment to the organization. If
empathy were your main value, you’d be attending to find new ways to connect with
your people and help them more.
Sensuality would not be as directly related to the seminar, nor would aesthetics, but the
wealth value would cause the seminar to be seen as a vehicle for becoming worth more in
the marketplace. Does this make sense now?
None of the values is better or nobler than the others in itself. It is how they are acted
upon which determines that. Our values don’t determine whether something will
appeal to us nearly as much as they determine how that thing will appeal to us. I
might like a certain desk because of how it feels to sit at it (sensuality). You may like
it for its looks (aesthetics). Paula may like its prestigious style and brand name
(power). Carolyn may like the fact that her best friend has one just like it (empathy).
For Jay it may symbolize the value of his contributions to the achievement of the
company’s mission (commitment). The rich mahogany desk top might appeal to
Donna’s wealth value. Same desk, different reasons for liking it.
On occasion there may be an attraction to one person and repulsion of another. If Janet
received a large new desk and her colleagues did not, her high empathy value might cause
her to feel unnecessarily separated from the group. The same desk could appeal to
Don’s high power value. He may love the distinction of standing out from the crowd.
Incidentally, there is no importance to the sequence in which I have listed the values.
The reason they are listed in this order is because they are easier to remember using the
acronym S-E-W-P-A-C-K. Think of the little sewing kits or "packs" that are often
provided in hotel rooms along with other amenities. That provides a way of stringing
together the separate values. The letters stand for the names of the values.
Our values don’t determine whether something will appeal to us nearly
as much as they determine how that thing will appeal to us.
Clues
People show their values all the time through what they say and don’t say, do
and don’t do. Here are some indicators to watch for to identify the values at the top
of someone’s priority list.
Sensuality: An interest in and affinity for physical experience, ie; taste, touch,
smell, fit, comfort, feelings, humidity, light, etc. There is a sensitivity to the
physical aspects of an experience which stand out for this person. "Let’s not go
to that theater, the seats are uncomfortable and their soft drinks are watery."
Empathy: A need to be around others they care about. The helping impulse is very
strong in these folks. They are drawn to the needs of others and sensitive to their
reactions and experiences. "I bought from them because I felt that they really cared
about me."
Wealth: The market value of items is noted clearly. Quality is a major
consideration. One cashmere jacket would be preferred over two wool blend jackets. The
sincerity of one’s words is evaluated by what they do with money. "If he really
meant that he would put his money where his mouth is."
Power: Acknowledgement, praise, special privileges, honors, titles, prestigious
things are of prime consideration here. Position and control matter a lot. "His
management ideas sounded good but he is not a manager, what could he know?" or "
Sure I enjoyed the concert, but what I really liked was that we were seated in the VIP
section."
Aesthetics: Beautiful sunsets, organized systems, certain color combinations,
paintings, landscapes, architecture, patterns, etc. appeal strongly. The look of a
proposal may carry as much impact as the contents for them. "The meeting would have
been much more productive if we weren’t in such a dull looking room."
Commitment: Beliefs and affiliations get the center of attention. Working to
advance a cause, crusading and campaigning feel good. This person does things because it
is what he or she feels is right. They like being part of an organization or group they
believe in. " I trust her because she walks her talk. If she says it you can take it
to the bank."
Knowledge: Loves to learn. Knowledge is valued as an end in itself. Books,
seminars, discussions, problem solving are enjoyed. May tend to listen to learning tapes
or public radio rather than music stations. Seems to have an endless curiosity. " I
feel like I’ve really grown and yet I’m amazed at how little I know on this
subject." or " So many books, so little time."
Target the values
What do you give or offer to someone with each dominant value in order to motivate
them or show them your gratitude? Here are some suggestions:
Sensuality: Dining certificate, spa membership, sports outing, ski trip, sailing,
tennis lessons, golf equipment, fitness coaching, custom clothing.
Empathy: Time with friends, personal advice or collaboration, team games, inclusion
in a special group of like people, the chance to help someone, a party in their honor
filled with people they like.
Wealth: Gold coins, cash, stock certificates, investment advice, membership in an
investment group, seminars or books on money making, financial management software,
subscription to a financial magazine or collector’s newsletter.
Power: A promotion, new title, bigger office, special parking privileges, inclusion
in a prestigious group, a chance to run things, more responsibility, a profile in the
company magazine, their name on the producer-of-the-month plaque, praise them in front of
others they admire, a trophy or certificate.
Aesthetics: A trip to an art exhibit, a new filing system, membership in an art
society, a painting or sculpture, an office with a better view, designer services for
their office or home, a class in art or architecture, custom designed jewelry, new drapes
or wall coverings.
Commitment: A contribution to their cause, time off to pursue a campaign of some
sort, input on policy making, a way to show their commitment to the firm through extra
efforts, delegate to them and rely on them (how much depends on their level of mastery).
Knowledge: A subscription to this newsletter (I couldn’t resist that one), a
book, a library card, seminar enrollment, access to a mentor, personal training, a coach,
software, participation in a discussion group, subsidized education.
You could conceivably spend the same amount of money on each of seven people but provide a
different reward for each one. With an ear to noticing someone’s values new ways to
tailor your motivation, your incentives and your rewards will become obvious. You’ll
not only see how to increase the appeal but also add impact to your leadership. People
will be more likely to follow your lead because your lead follows their values.
A Quick Values Check
Answer the following five questions in writing.
1. What qualities do you most admire in a friend?
2. What traits do you want most in a mate?
3. What do you think kids should be taught in schools?
4. If you could change the world in some way, what would it be?
5. If you won the lottery what would you do with the money?
Look over your answers and the seven natural values for matches. Which values were
expressed most strongly in your answers? The above questions all contain the same basic
inquiry, "What do you care about?" but they ask it from five different points of
view.
Try this quiz with your friends then compare answers with them and discuss your
observations.
* From Jim Cathcart’s The Acorn Principle™ audio album and
book.
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