Motivational Skills - Quick Guide
Motivational Skills - Introduction
Motivation is one of the most important reasons behind actions and behavior of people. It can also be used to steer someone's actions and behavior in a constructive direction. Scientists have argued that motivation is the name given to a collection of instincts which is a critical step in our evolution and has helped us survive.
What are instincts?
Human instincts are very different from those of animals and birds, which are very basic instructions related to them and which they begin to follow from birth. Examples of such instincts are a turtle crawling towards the sea as soon as it hatches from its egg, or a baby elephant trying to start walking a few minutes after birth, or a dog shaking vigorously immediatelyimmediately after being soaked.
This type of instinct is called an “Imprint Instinct " . Konrad Lorenz observed that as soon as the geese hatched from their eggs, they began to look for the first moving object they could find and treat it like their mother, who they would then depend on for food.
Thanks to this observation, he succeeded in demonstrating that the baby geese was using this fingerprint to identify their mother.says that geese come out of their eggs while the mother duck was gone. When they started looking around, he started to move in front of them. All the geese then started to follow him wherever he went.
However, human instincts are not linked to the following instructions; they have more to do with survival. These instincts follow Darwin's law of natural selection , which says that only the fittest will survive the end. With this in mind, humans are wired to look for positive qualities in a partner so that their offspring have enough qualities to survive in the future.
Motivating skills - Theories
Motivation is one of the most widely studied studies to date. there are many widely accepted theories on this subject. Let's discuss some of them and define motivation through these theories.
Theory of motivationof Herzberg
Frederick Herzberg formed a theory known as "Theory of Motivation-Hygiene " which was based on the idea that there were are many factors in the workplace of a person who determine their motivation levels to do their job properly. He qualified these hygiene factors.
According to him, each workplace has the ability to influence the productivity of its employees by encouraging them to work more or discouraging them. If the person was satisfied with the work environment, they would be motivated to work even harder. On the other hand, if he was not satisfied with the working conditions, then he would not be ready to give his 100% in his work.
To quantify his theory, Herzberg interviewed many employees about the type of working conditions they are called upon to do their job and about their feelings at work. Based on their responses, he published his observations in 1959 in a book called "Motivation at work " .
The most interesting thing that Herzberg noticed was the lack of ideal working conditions, which he called "Hygiene factors was one of the main reasons for dissatisfaction at work. However, there were a large number of employees who had ideal working conditions, but they had little motivation to improve.
He wastimid that giving employees ideal working conditions was not enough to keep them motivated, but removing the hygiene factors would certainly cause a lot of dissatisfaction among the employees.
Examples of such hygiene factors could be unwanted changes in the working environment, very strict implementation of the connection, disconnection schedules, not getting the expected salary increase, etc.
Herzberg said the following are the main reasons for job satisfaction -
- Rules and policies
- Equation with the boss
- Nature of work
- Career progression
- Relations with colleagues
- Individual achievement
- Recognition of difficulties Work and talent
- Working conditions
- Professional responsibility
- Croissaorganizational nce
Vroom 's Theory of expectations
Victor Vroom posed a theory that shifted attention from a person's needs to results of his action, as the source of his motivation. According to this theory, a person does not derive his motivation from identifying and taking measures to meet his needs, but rather from his motivation by evaluating some of these actions.
If he was satisfied with the outcome of the actions and was convinced that such performance would help him meet his needs, then the person would find motivation and all of his subsequent actions will be the result. of this new motivation.
He proposed the idea that a person must have the initial confidence that his production had the desired result, so that he can use this confidence as a boost and move on to 'other actions, which will produce the desired results.
According to Vroom, a person cannot bebe motivated only when she sees a link between the action he has taken, the efforts he has made, and the result of his performance. Based on these three factors, he defined these three variables -
Hope is the belief that by deploying With adequate efforts, it is possible to improve the performance that you will offer. He is affected byfactors such as the time required for the work, the money to be spent, the skills necessary for the work, as well as the authorization and authorization to do so.
When managing employees, it is very important to give the jobs that they are confident they can do by themselves. On top of that, you need to make sure they have the resources they need and a realistic timeframe to deliver the results.
Definition of instrumentation
Instrumentality defines the conviction that a good performance is appreciated and rewarded when it brings better results. This is one of the main motivations for all employees in a company. They believe that if they do well, the results will be good. And if the results are good, then their efforts will be taken into account and they will be rewarded.
This belief is influenced by clear representationre what needs to be done to get the award, recognizing the key people who can determine if you will receive the award (eg boss, supervisor), as well as the transparency of the process that decides who to award.
To practice instrumentality, a supervisor must have a full understanding of the reward system, and also need to know what the possible outcomes might be so that he is always aware of what 'you have to do in what situation. The rewards system should be clearly established so that employees can know what their efforts have earned.
Setting goals in numbers is often the best way to avoid any ambiguous interpretation of hard work. Managers use tabs, flags and whiteboards to convert the achievements of their teams into numerical values to improve the clarity of their achievements.ons.
There should be nothing left to guess. No team should wonder why they did not get the award they were expecting, when another team won it. There must be transparency throughout the process.
Personal motivation vs motivation of others
There is an important difference between people who motivate themselves and people who motivate others, it is the fact that when you motivate, you will most likely try to focus on and improve your work and responsibilities.
In other words, the areas that benefit from your self-motivation are all under your control. You are the only person who can control the quality of the results of your work. This is also the case in your family life. However, things change when you motivate others. In this case, your motivational skills should be tested on the quality of the production of other people. In cases like these, it is best to focus on the hygienists with regard to each individual on your team.
This means that instead of going after the motivational, collective and generic idea, often considered - namely a raise, benefits, perks, etc., more emphasis should be placed on understanding what motivates different people.
With things like raising wages, adding more benefits and granting more benefits might avoid dissatisfaction, but that won't necessarily be bring satisfaction or motivation to work per se. Different people will have different areas of motivation. Some may enjoy a frank discussion with their boss from time to time, others may wish their work to be praised and recognized. A successful manager is one who manages to identifythese areas and continue to motivate people towards that.
The model based on McClelland's needs
Before moving on to the model based on McClelland's needs, let us first understand the term Valence and how it plays an important role in motivation theories.
What is Valence?
Valence is the value of a reward offered to an individual. It is the importance or necessity that an individual employee places on the incentive offered to him at the end of the task. For example, a manager offers a nice hourly compensation to his entire team if he had to work overtime this weekend Saturday. For some people on the team, this could be a nice reward, but someone who enjoys spending quality time at home with their family on the weekend will not be thrilled with the idea of losing a weekend.
on the other hand, there could be an employee in the same equipe whose financial conditions make the additional income a very good incentive for him. He might be motivated to opt for extrapaying because of his needs. In this case, we can observe that two people in the same team will have a different valence for the same proposal. Therefore, managers must be wise in offering a reward that will have high valence points for all employees on the team, otherwise the team will not be motivated.
The model based on McClelland's needs
David McClelland, a famous American psychologist, who was famous for formulating a Thematic Apperception Test (TAT) scoring system, had mentioned in his "Theory of Needs that motivation is based on individual needs. According to him, each of us has some basic needs -
To demonstrate your point of viewe, McClelland set up his famous experiment "Fairway Throw ", which involved a group of people who were asked to throw rings on an ankle. If the ring landed through the ankle, then they were supposed to receive awards.
No instructions were given as to the position of the people. It was observed that some people in the group tried to do activities that the crowd liked, such as throwing from a distance, walkingdirectly to the ankle and drop the ring, etc.
Some did not participate themselves, but severely taught others how to throw a ring. They provided others with strategies and celebrated the success of others as their own.
There was a third category of people who caught McClelland's attention the most. These people continued to change position so that their distance from the barrel was neither too small nor too great. They wanted to win but not an easy victory.
In a scenario that did not have a challenge, they created challenges for themselves, so that they did not get an easy victory and yet kept the chances of winning realistic.
According to McClelland, each individual has these three needs in him but not in equal measure. Some might be motivated by the need for authority and some might be more attracted to achievement. While many people are motivated by authority and affiliation, this who builds relationships with powerful people, it is rare to find people who are motivated to succeed.
Achievement - McClelland observed that people who have a high need to achieve , strive to achieve many goals and want to progress in their lives. They also continue to ask for feedback and appreciate it when their hard work is recognized.I don’t feel like they’ve accomplished anything.
Affiliation - People who have affiliation needs will always want to interact with others and build relationships with new influential people. They feel the need to be loved and to be a trusted person. These people naturally form networks of people and are happy to help each other through their contacts.
Power - People motivated by power feel the need to be an authority and have the power to make important decisions and influence actions. They feel the need to lead and make their mark. Most of the time, these people have a personal agenda behind their actions, that is, they want to gain the fame, recognition and individual name of the actions of others.
Maslow's hierarchy of needs
In 1943, Abraham Maslow published an article, "A theory ofe human motivation ". In this article, he proposed that people have different levels of needs that they seek to meet. Maslow mentioned that people are more motivated by the most basic needs.
When these needs have been placed on different levels, it has been found that people have five levels of needs that they are looking to meet. The most basic needs, that is to say the most motivating needs, were placed at the bottom of the page.e this pyramid model.
Level 1 - Physiological needs
These needs are considered the most important because they are the most immediate needs and are therefore also called "basic needs." They include food, clothing, shelter, sexual activity, etc. These are all the necessities for our body to remain functional. The bottom, or the most important needs, are the physiological needs.
One of the most important reasons why people are looking for work is to meet these basic needs. However, a person whose job allows him to provide only these basic equipment to himself and his family is very difficult to motivate.
People working on minimum wages are difficult to motivate because they realize that their efforts will never be enough to reap the rewards that go beyond providing food on the table. These people aremore interested in making only efforts that help them keep their jobs, compared to trying and improving their performance.
Level 2 - Security Needs
Once each person makes sure that all of their basic needs have been met, they will think about safety and security. This is why many insEmergency companies or loan companies usually check people's income to see if they are earning beyond a sizable limit, before approaching them for services.
They know that a person who is unable to provide for basic needs has gained from not being interested in future safety or security, protection from health problems, financial problems, etc. The biggest example of this is the high-risk loan by American banks to people who have never been able to repay the loans.
Security here is not just about securityfinancial urity or health. It is also safety and security at work. Employees will not be easily motivated in an environment where they see employees being removed frequently. They will be more concerned with saving their jobs than giving less importance to listening to motivating things.
There are many jobs where health security is not guaranteed. For example, members of the military know that they could be fatally injured any day. In these cases, they are motivated by their anger at their enemy, how their sacrifices keep their families safe in their homes, how they do a great service to their country and how they inspire millions to join forces and to fight for the security of their nation.
Another result of the continuing efforts to provide job security and stability is the "Whistleblowing ". In this policy, the rules and conditions are written so that employees are not afraid of being exposed to threats, dangers, bullying and harassment of any kind when reporting wrongdoing that occurs in their business. Other such policies include health insurance, sick leave, company leave, social protection programs, etc.
Level 3 - Personal needs
Once a person has finished taking care of their basic needs and a secure life and job, they will seek to build relationships with individuals. stages, people would like to go out and socialize and think about the absence of any companion in their life.
These needs are emotional in nature and can be met through friendship, love and They develop a need for belonging, that is to say, they want to feel that they belongent where they work.
It has been observed that employees who feel that their office presence does not match have an impact on others feeling progressively isolated and depressed. This affects their productivity and makes them socially awkward. Many people feel like they don't belong in their office because they are constantly ignored by management or their peers.
If the needs of relationships are not met, people tend to get nervous, emotionally fragile, depressed and lonely. Some of them end up being irascible and in a bad mood. Some end up sacrificing certain lower needs to feel this need.
People give up their need to eat to look thin to draw people's attention to themselves. As you may have already guessed, many of these practices are found in people who give up important necessities which can have long-term negative long-term effects.
Making friends, being close to family, having relationships, being a member of different clubs, associations, teams and belonging to different organizations are many ways to keep people Many companies do a lot of homework on their office culture, so that all employees feel that their efforts are integral to the success of the business.
Level 4 - Esteem
"Esteem means self-perception. It is the self image in the eyes of others. Esteem is the image that a person thinks they have in the eyes of others. A person with high esteem thinks people have high esteem. It is our esteem that makes us recognize our own skills. For example, For example, when someone says they are funny, entertaining and kind, they must have heard others say the same things about them.
People who need self-esteem will try to improve their perception in people's minds. They often want to succeed at work and are interested in accumulating symbols of wealth and status such as high-end cars, etc. They are proud of the achievements of their family members and seek opportunities to socialize with people admired in society. .
When there are people like those - in a team, it is important to note that they are more motivated by their name and their prestige. A nice salary increase could not mean as much for them as an honorary title like, Assistant Project Manager.
When the efforts of these types of people are directly linked to the accomplishments of the business, they feel happy and motivated. However, if their efforts are not recognized and their hard work doesn ' is not appreciated, then their productivity decreases.
Level 5 - Auto-actualization
Self-actualization is self-realization. Many people reach a stage in their lives where they begin to wonder what is expected of them in their lives. They hear a voice telling them to fulfill their destiny. These people try to understand the meaning of their life and are confronted with existential questions.
Generally, these people have reached all the other levels of the Maslow pyramid. They feel that they have provided for all the needs that they had in their life and are now looking for a goal in their life.
It is often found in the lives of successful professionals who retire and then feel they want to be model grandparents for their grandchildren. Some believe that it is time to change profession and embark on an artistic activity.
Many successful businesspeople have abandoned stable and successful care and changed careerstop of their art. Lawyers have become hoteliers, bankers have become actors, actors have become investigative writers, etc.
People looking for self-actualization came across the scene when they were concerned that the others think of them. They also participate in activities they find really fun.
Not all jobs can be done for everyone. The tip here for the supervisor or director is to find someone who thinks that is the job he would like to do for a lifetime.
Many people are initially enthusiastic about their profession and feel happy and satisfied with their work. However, with age and experience, they may begin to aspire to other activities. A successful manager must know how to use the members of his team so that they stick to their jobs and feel fulfilled. Until these employees believe that they are in a job they need to be occupied with, they will deal with self-updating in a positive way.
Motivation in the business world
Motivation is the driving force behind a person's action. If you have a low motivation for the job, you will have more time to complete it and the quality of the result may not be very good either. On the other hand, if you have a strong motivation for an emplaw, you will appreciate not only the work but also the satisfaction of the result. It has been observed that people who enjoy their work also feel the most fulfilled of their lives.
People often try to find the factors that motivate others. If an employee can be motivated to do their job, not only will they get a feeling of satisfaction and triumph over their efforts, but the company will also get high productivity, good results and all this will translate into rewards for employed for hest hard work. When people are motivated at work, there are many positive forces at play in the work environment. Motivated people motivate others and persuade them to work better. This improves the efforts made inside the work and the results improve.
Successful managers are always keen to explain to their team what they haveneed and delegate work according to a person's talent. This makes the whole workforce feel like a cohesive unit, where everyone works like a part of the machine. <>
Case study Procter & Gamble (better known as P&G) has mastered the motivational skills of its employees. This is the reason why they have been operating successfully for many years in more than 80 countries. They understood that different cultures are motivated by different rewards.
For example, the Swedes might not like the pay system based on the pay of the Americans, because they like to be rewarded with more time-offs. Likewise, the Japanese offer group-based and workplace equality incentives as a reward for their hard work. For them, this could be an incentive to motivate them.
P&G has adapted its programrewards and incentives according to the culture of the place where it operates, which led the company to appear in the "World 's of Fortune. Most admired companies.
What is personal motivation?
All humans are born with the innate desire to dream of a better future. This dream creates the desire to achieve our goals in life. We feel the need to know that we have accomplished something important in our lives. It is one of the most important motivations behind our actions in life.
This motivation improves our confidence and makes us more focused on our work. It makes us disciplined and sets us realistic goals that we can achieve. Once we reach our self-set goals, it is this motivation that makes us work harder to challenge ourselves and climb higher heights.
This is the reason why people saythat "the success of hard work is sweet ". It is because of the efforts that are made to get the achievements, it feels good when the rewards start to arrive and it is also nice to appreciate them. The more we realize, the more confident we become. In turn, the more confident we become, the more we realize.
The complete opposite happens when we don't reach our goals. There is a drop in confidence and peoplebegin to question their own abilities. Many withdraw from their current careers and feel happy to settle for something far below their potential.
There is a very interesting correlation between motivation, confidence and achievements. Higher motivation leads to higher confidence, and higher confidence translates into better results. However, if the objectives are too steep, when it will be very difficult to achieve the objectives, then a weak confidence settles. This is why it is common in any training program to start trainees with easy and achievable goals.
When a supervisor motivates his team-comrades, he is supposed to know that there are two types of motivation that teammates will look for. First, where they will see if the supervisor motivates them to take bad actions, or if he motivates them to aachieve an unachievable goal.
But the second observation they will make is whether the supervisor himself is sufficiently motivated for the targets. If the supervisor does not seem convinced that these goals can be achieved, then no matter how hard he tries, his words will sound hollow.
This is why it is important to give as much importance to self-motivation as to motivation. other. A person who tries to motivate people without thinking of their benefits and returns of efforts, is not going to get a short-term motivation
How to motivate employees
Successful managers realize realize that the labels of "disobedience, lack of cooperation, etc. are attached to the employees of a team who have been selected to work for them by the company itself. In other words, said person has never lacked talent and has no negative attitude towards work. Something ins the company had to change it. It could be the work environment, it could be colleagues who ignored it, or other issues.
A person may be disappointed with the working conditions very soon if they do not have the real picture before their eyes. This does not mean that the talent in him is dead. What it takes to bring out this talent and rejuvenate these employees is to try to understand their problems.
Most of the time, the wrong attitude and relaxed approach to work can be deviant behaviors for certain policies generated by management. . In other cases, it could be inappropriate reward policies, or even poor culture work.
A good motivator is not someone who hovers over and works with the best on his team, and ignores the rest.The best resource manager will not allow talented people to waste their skills. They would like to know the reason for the resentment in order to know what is best for everyone in the end.
Many times a poor performance could simply be the result of not having often frank discussions, not not appreciate hard work, not giving the necessary credit and setting an example. A good motivator understands that it is important to gain the confidence of the person he motivates to reach his potential.
There can be many reasons behind lack of motivation in an employee's life. Experts say the main ones are -
Lack of required capacity - During downturns and of recession, many spirits accept whatever job offer they are made, which means that they end up working in a sector in which they have never had an interest in working. , and that they had no talent in this area. In such cases, additional motivation is impossible, unless the employee receives professional training in the required position. In such situations, after-hours training programs can be organized.
No challenges in the job - Many good candidates find themselves simply bored after the first few years in a company. It’s because they feel that their skillss are not taken advantage of and their talent is not given the opportunity. Versatile people are frustrated with working in the same job and this boredom can lead to a bad attitude and low motivation.
To improve this situation, these employees may be responsible for other extracurricular activities such as training new inductees, integrating them into committees and taking into account of their suggestions in different team projects. This will keep them interested and motivated in their work.
Efforts are not appreciated
No employee in this world likes his hard work to be overlooked or taken for granted. Everyone wants their efforts to have an impact on the bottom line. When a person feels that his work is not contributing to the success of the business, he loses the desire to work hard and his productivity begins to slow down accordingly.
This fait feels to the employee jealous of others when the other person is praised or promoted. Instead of being happy with the professional success of a colleague, the disgruntled employee ends up blaming him.
It is the responsibility of managers to make sure that people feel valued and necessary in a business. They should be proactive in sharing comments and letting someone know where they are going and what changes they should make to their approach for best results.
Most employees do not get along w with their colleagues, however some of them could be really ignored by all because of their weak skills in communication or their introverted nature. The manager must explain to the team that the team's objective is to do the work as a coherent unit, and it is impossible to work in a disjointed fashion.
In addition to these team discussions, it is also important to organize team outings, rallies, etc. to maintain communication in a healthy team. Building small teams and delegating work to them will also help.
Life is full of uncertainty and one can never really prepare for situations that may arise in the event of things. Often times situations are so difficult that they intrude on personal and professional life.
Many companies have counseling guides to help solve these sensitive issues. The good news with such problems is that it is often temporary and there is nothing to understand, empathy and a frank conversation will not get in order.
They have developed an attitude
People develop a negative attitude towards work whenthat they are not doing well in their job, or doing too well. In the first case, the negative attitude is more damaging in that it affects the work environment and also brings negative tendencies among other employees.
The latter case may not be as responsible for creating a negative work environment but it isolates individuals and makes them overconfident. No one likes to interact with someone who acts like they know everything in a much better way than they do.
In the previous case, it is always better to have a frank conversation with them and to check the reasons that make him develop a pessimistic approach to his job. When it comes to people who have an overconfident attitude, the best way to deal with them is to give them a difficult task, something that will test their knowledge and ability.
MotivaTechnical skills - Gestion of performance
Motivating others through performance management is a generic term used to describe many qualities in one word. To be a good performance manager, you are expected to know how to communicate well, how to lead head on, how to be a role model, and you also need to know the value of collaboration.
The job of a performance manager is to manage the performance of each member of the team. Many people think that performance management only supervises the people who do their job, but it's more than that. It is about trying to create synergy between different people and different teams, and see if this mutual interaction leads to a better result.
Some people find that performance management is a slow job, especially because it is difficult when it comes to 'Evaluate performance in a team of artists, where the work is equally distributed and shared between them. But when done correctly, performance management becomes a source of motivation and learning.
Motivating Skills - Delegation
Delegation is one of the most important, but most misunderstood words in the world ... professional management. People tend to confuse delegation with transfer of their workload and responsibilities at'other. However, the truth is that delegation is the art of skillfully assigning roles to different people in a team so that they can offer their best in the end.
Companies cannot operate without delegation
A team cannot be formed by a single individual. Each manager needs people who can help him in his work. It is often said that a true manager is someone who does not manage the task, but manages resources properly. If a manager had to do it all himself, why would he bother having a team in the first place?
Delegation depends on time and resource management. A manager must know how to properly delegate his responsibilities so that he can think about future assignments while his team is trying to complete the task in accordance on schedule.
Delegation can also be used as a confidence building tool. When you delegate professional responsibilities to someone, you know you can trust the results. trust and are motivated by the fact that their manager trusts them for important work.
In addition to this, these people can learn new skills and learn to be responsible for their actions. to new levels ofmanagement and use this experience to take on new responsibilities.
However, this does not mean that the person delegating the work will pass the ball easily when there is a reprimand to face. Delegation is the act of managing the whole process behind the scenes without micromanaging.
When a goal is specific, then you have clearly identified what you expect to be accomplished. If you cannot say precisely what yous want to achieve, so how can you expect, you or a subordinate, to a specific goal will answer all these questions.
When delegating works and doesn't
Many people don't like to delegate. The reason behind this could be that they feel that the work will be of much better quality if they were to take care of all the responsibilities. Some of them think that it takes less time to do the work themselves, compared to the first finalization of someone to do and then train them on the work.
There are still others who fear losing quality control and the authority they have as a project manager. There are a number of reasons why people choose not to delegate a task or project.
Many of these problems lead people to overwork even if they have a full team. The members of such a team developEasily develop an attitude towards their work, thinking that the work they do is too easy.
When delegation works
Not all projects can be delegated. Before doing so, the manager must check whether the members of his team have the skills required for the project. If not, how long they will need to acquire knowledge of these skills and put them into practice. Also, if a similar project will see the light of day in the future which will make this training relevant at a later stage in their professional life.
When the delegation does not work
There is no point in assigning a task to team members who are working on this type of project for the first time, if a manager cannot afford to pay them for the hours spent or to compensate them.
Also, if there is a very tight deadline and the work has to be done on the first attempt, then perhaps delegate the work to inexperienced teammates. The consequences of mistakes could be too great to take on such a risk.
Sometimes work has to be done by an experienced professional as he can only provide the most work. High quality. In such cases too, it is better to do the task yourself, rather than delegating it to beginners.
Motivating skills - What motivates you?
The following worksheet is designed to find out what motivates you so that you can find your source of motivation in life. This will not only help people to focus on what is important in life, but also to make them aware of the challenges they face and the steps to take to overcome them.
This is a list of questionnaires with declarations which you have to fill in using your choices. You are expected to total the total number of a, b or c at the end of the questionnaire. The greater number of options will give you a clear idea of the type of motivating person you are -
My way of working…
Occasionally, according to the program
When someone else works with me.
When I want to work for myself.
The biggest tally of - Objective - You like to do the job in a direct and obvious way. If you have problems with your task, you are more likely to find someone you can interact with and ask questions for help.
The greatest number of b - Relationship oriented - You are mainly interested in social contacts. Learning is a way to interact with people for you. WorkBeing independently or focusing on your task in isolation is not your cup of tea. It is difficult to motivate yourself without company for you.
The greatest number of c - Learning oriented - You are interested in learning new things. You are interested in trying different tasks in order to learn something new. If the task takes longer to complete than the learning process, it will frustrate you. These people hate if they cannot install a TV even after going through the instruction manual.
The highest scoring unit is your main motivation style; however, the second highest unit is your secondary motivation style. This means that if a goal-oriented person were to find motivation, they would try to do the job themselves, however, if their secondary motivation style is focused onlearning, he will like to read about the task and learn it first, then start working on it.