Wake Up Eager Workforce 
Episode 125 Transcript

Suzie Price: Today, we're sharing part one of a two part series around the framework of the workplace motivators. What you're going to be able to do today is figure out what your top interests are, and figure out how you want to apply those interests to your daily work and to your life, so that you're creating more days where you say and feel. I love how I spend my time. I'm waking up eager. I get to use my talents. This just feels good. This is good. This is who I am. I am passionate about this topic, and the beauty of the framework is that it's quick to learn. And then once I share it with you, it'll be something you can use through the rest of your life. You can use it to help yourself. You can use it to help others. We'll talk about your wake up, your life and understanding it for yourself. And the second part of this, we will talk about how you use it in hiring and throughout the employee life cycle. Workplace motivators. It's a beautiful tool. You don't have to have taken the assessment to get benefit from this Framework, and it's smart and helpful and it really matters and I can't wait to share it with you. Michael. Hit it!

[00:01:07] Intro/Outro: Welcome to the Wake Up Eager Workforce podcast, a show designed for leaders, trainers and consultants who are responsible for employee selection and professional development. Each episode is packed full with insider tips, best practices, expert interviews and inspiration. Please welcome the host who is helping leaders, trainers and consultants everywhere Suzie Price.

[00:01:33] Suzie Price: Hi, this is Suzie and I'm the host of and executive producer of the Wake Up Eager Workforce podcast. And as I mentioned in the opening, this is the first of our two part series on the Workplace Motivators Assessment. It also can be known as the Personal Interest Attitudes and Values Assessment. This tool is a game changer for creating what we all want. Wake up eager days and a wake up eager workforce. So we want that for ourselves, for our family, for our friends, for the people we work with. So in this episode, part one, the official title is Using your Unique Mix of Personal Interests and Motivator Strengths to Create a Happy and Fulfilling Wake Up Eager Life and Wake Up Eager Days. The show notes for today will have lots of links and lots of things that you might want to go look at. You can get the show notes and links to everything at ProfessionalProfessional.com/motivatorslife. ProfessionalProfessional.com/motivatorslife. It's always lowercase and it's always one word. Here's what we're going to cover I'm going to reveal to you six culture and gender neutral factors that are measured in the workplace. Motivators personal interest assessment. And we're going to talk about why they matter to your happiness personally and professionally. Then I'm going to show you how to use your unique scores. Because we all have unique scores. They're very it's based on how you ranked items and then the intensity of those items.

[00:02:55] Suzie Price: And you're going to be able to use this information to proactively understand and appreciate who you are. And the goal of this is, is if I know who I am and what I care about, and I can put it into words. And side note this is not going to be a surprise to you, but we often haven't verbalize it or see it written in writing. Most of the time people say, yeah, I've been doing that my whole life, but sometimes we don't have it written and we don't realize what it means. And so that's the power of this tool. And the objective is so that we when we lean towards what we're interested in and others around us don't really understand it. You're not judging yourself about it. You go with it because you understand. Yeah, this is important to me. And they might not have the same thing that's important to them, but it's important to me and I'm going to do it. So I want you to have more confidence around that. I want you to be able to choose how you spend your time, and that you actually have more ability to do that sometimes than we think we do. And this awareness will help you with that. It's going to help you feel more synergy in your interaction with others. Because even if what they are doing and what they care about are things you would never do, you begin to understand it through this framework.

[00:04:01] Suzie Price: So I know for myself, it's made me more clear about what my priorities are and how I want to spend my time. And it's helped me enjoy everyone around me who may not understand why I'm doing what I'm doing, but I can look at them and understand why they're doing what they're doing and appreciate it and value it. Super powerful tool. And so today's episode you're going to hear from me, but I'm also going to be sharing insights from consulting colleagues for part one and part two. And these colleagues are people that I've known ever since I started my business. And I calculated our combined years of experience, and it's about 90 years of experience using this tool. They are true experts. And so you're going to hear from one of them today and two of them in part two. They also use this framework. And we're going to look at it through the lens of knowing it for yourself and then knowing it for your workforce. So you wake up at your life and you wake up your workforce. And I'm also in the episode, have several corporate executives share their results from past podcast episodes. So I'm excited about this. And as I mentioned in part two, we'll talk about how we do use this in hiring leadership. But today it's all about you.

[00:05:07] Suzie Price: I want to mention the show notes because I will reference other podcast episodes and different material. Go to ProfessionalProfessional.com/motivatorslife. All right. So let's start with what are the six workplace motivators? There are six of them. Researchers have identified that there are six culture neutral, gender neutral core motivators that, interestingly, are not immediately visible, but they drive behavior. These core motivators or dimensions or interests are what we are compelled to do. It's what we are. That's why it's called personal interests, attitudes and values. It's what we're most interested in and how we most want to spend our time. And it's interesting that this is not something new. It's been around for a really long time. In 1928, German psychologist Eduard Spranger identified these categories, and he called them attitudes. And his inspiration for that is there were the temperament tests that are a bit like the disc, and the disc is, you know, how someone behaves and how they like to communicate. And it measured. That measures something different than what this does. And he called them attitudes. And he said, I want a better way to account for the complex expression of our soul. So when you think about how you scored in the motivation assessment, this interest tools assessment, it's an accounting for things that you care about. And he I love the expression that he said it's an expression of our soul. So it's deeper. It's not just how we like to communicate.

[00:06:37] Suzie Price: It's what we care about. And so in 1928, Spranger discovered this. He called them attitudes. Then Allport, Gordon Allport. A couple of years later, he was a psychologist. He created a study of values assessment. So now he's calling it values. Three years later they have this assessment. So it's been around a long time. In 1998 assessment creator and my business partner since 2003 or 4 is when I started working with them to Success insights, took the science from Allport and Spranger and the assessment and created an EEOC compliant Workplace Motivators Assessment. I was certified in the tool in about 2006, and I've been using them since, and they're in every tool. If you use TriMetrix, if you take in talent insights, you have this information or that tool in there. And I've probably reviewed more than 25,000 assessments, and I'm considered one of the top value added partners through Success Insights for many years now, because of my passion for the tools and the way I just want to get the word out because I believe that these are game changers. Yes, we use them in work to help figure out how to put right people in the right seats. What about your wake up eager life? Let me talk a little bit about how Spranger called these attitudes, and Allport called them values. And overall, sometimes you'll hear it exchanged intermittently when we're talking about the workplace motivators, assessment, attitude, values, interests, they're all deeply interconnected, and it's about shaping how we see the world.

[00:08:06] Suzie Price: And it's what is coming from inside of us. And it influences how we make decisions and how we engage with work and life. So I just want to touch on that. So if you hear the different expressions, when you hear attitude, it's the lens through which we interpret our experiences. It's the lens through which we see things, values. It's what we believe is most important. It's our guiding principles. All of these. When you see your scores on the workplace motivators assessment or the interest assessment, it's telling you something about yourself and the people you're hiring and the people you work with. It's their guiding principles. And these principles were shaped by our experiences, by our culture. It becomes our personal philosophy. It's what naturally catches our attention and what excites us. That's what we call it interest and motivators. It's that internal force. It's that drive that pushes us to take action, and that drive comes from our values, but it is translated into energy and direction. So you can see how important this is. And understanding these elements gives us keen insight into behavior, performance, fulfillment. And it becomes, in short, a blueprint for fulfillment and success and everything that we do and how we help others. It helps us unlock our potential. It fosters engagement and builds a more meaningful and productive life.

[00:09:26] Suzie Price: So all four you'll hear the expressions attitude, values, interests, motivators. They're all revealed in this tool that we're going to share. And I'm going to add one other aspect to this. We use a car analogy. So if you've listened to any of our episodes, if you're not new, you know that I'm comparing what we measure and things that we need to look out for to discover our strengths. There's five focus areas in the car analogy. This is one of those focus areas. And so analogies aren't always perfect, but they're always helpful often because it helps us get a visible intake on okay, what is this exactly. So we call the motivators attitude values interests. What puts gas in your tank. Motivators like the gas in our car aren't immediately visible. My car is sitting downstairs. I don't remember how much gas I have in my tank, but in order, if I'm taking a long trip or trying to get to where I want to go, I probably want to have a full tank. If I want to get there. I'll give you an example. A lot of times I use car analogies because cars are a big part of our lifestyle. My husband is a big car hobbyist and enthusiast and race car driver guy, and so he loves cars and one of his favorite. I think he loves it more than me. Not really, but almost is this beautiful green Porsche GT3 Rs 911.

[00:10:39] Suzie Price: It's a two seater. It feels like a racecar when you're in it, but it, but you can ride it. Drive it on the road. It's just bright green and it's beautiful fast. 518 horsepower with a screaming 9000 RPMs. It has the optimal power to weight ratio, has a maximum downforce and stability. It has precision handling for race track domination and more. So it is beautiful. But can race track domination happen if there's no gas in that beautiful car? No. So that's why we call this what puts gas in your tank. So you are more beautiful and powerful than that car. And we want you to know and be able to apply the insights from this tool so that you can have a full tank of gas. That Porsche GT3 Rs 911 is not going anywhere with no gas. Same thing for us, same thing for your family members. If they're forced into or your friends or your colleagues, or the people who work for you or with you, if they're doing something that does not put gas in their tank, They'll get it done, but it's not. It's going to hobble along and not be the super performer that it can be. And I believe that we all are our own super performer. We can have racetrack domination in our own way. So this tool will help you fully understand what you do, why you do it.

[00:11:59] Suzie Price: I talked a little bit about this on the opening. Judge yourself less. Appreciate your strengths more. It's going to give you insights on how to spend your time, help you make conscious choices so you know exactly what you need and want. You'll understand what frustrates you, what stresses you out more. You're going to understand inner conflicts. Sometimes we have this thing about, you know, for me, part of me wants to just dig in and research like crazy. And then another part of me wants to hurry up and share it with the world. And another part of me wants to make sure I get a return on investment. And there can be some inner conflict where you're going to understand that now so it doesn't freak you out or you think something's wrong. You just understand, okay, I know this is just an inner conflict on the different things that I'm interested in. It explains I know I know when I got my results all those years ago, I could see, oh, no wonder that great job I had didn't work for me. I always thought there was something wrong with me, but I lost energy on the job, even though it was a great job with great people and it didn't match what I wanted to spend my time doing. So you'll understand that more and why some projects wear you out and others get you excited.

[00:13:01] Suzie Price: You're going to figure out why you feel tension or feel uneasy in certain situations. If I'm around a situation where the people in that group have what I'm least interested in, I just kind of check out which I hate, but I do too. But I understand it and I'm not going to judge myself or judge them. And overall, what we can do is just come in harmony with ourselves and others. So it's changed my life, as you can see. I see the impact. I see the impact on others. I love that with this knowledge we can settle into who we are and who others are, and go about what we came here to do. We can encourage others to. And so you'll see how important they are. And it's all very remarkable. So I'm going to share with you a clip from an episode that I had with Rebecca Waits. She is the chief people officer at Sierra Constellation Partners. This is episode number 79. And I want you to hear her perspective. The motivators really stands out to me because it tells you what puts a gas in people's tank, and you seem to really resonate with that. That's my opinion. I don't know, you could tell me, but how did it impact you to learn about workplace motivators if you did resonate with it or like it particularly? Why? Just talk a little bit about that.

[00:14:19] Rebecca Waits: Sure. It's so interesting to me personally. For me, it definitely made it easier for me to understand why my friends and family gave me the nickname Mama Bear because I'm a passionate person with the social altruistic like number one motivator, right? More so than the norm. And my second is a strong individualistic. So I love being the leader in a group to plan big events like trips, parties, etc. and ensuring everyone's taken care of very much putting others before myself. So some of the blind spots that come out. So when I did the assessment, it was just a big eye opener as to why am I that way, right? And why do I love my role as chief people officer? Because I'm just so people focused. So it aligns nicely.

[00:15:03] Suzie Price: Yes. It's perfect. I remember saying, okay, that's the perfect chief People officer right there in regard to especially in your organization where you have remote consultants and, you know, they probably need a mama bear sometimes because they're out there slaying the dragon, you know.

[00:15:15] Rebecca Waits: That's right.

[00:15:16] Suzie Price: Businesses walking into strange businesses trying to help them succeed, getting hit out everywhere they turn. I would guess I'm just guessing on what it's probably like.

[00:15:24] Suzie Price: Then to have someone they can come to as a chief people officer and, you know, so those who aren't familiar with motivators, the social altruistic Rebecca, she alluded to it. She scored Passionate. She scored stronger than 68% of the population. And what it just says it's a really strong tendency. And it has some of the Mother Teresa qualities, which is I'd love to be of service. This is what I love to do. This is how I want to spend my time seven days a week. And then the second one that was highest was individualistic, political, which is about leading and being in charge. And if you see Rebecca, she's very and you usually have a lot of charisma. And so, you know, she is the person in front of the room and she's, you know, just glows and, you know, so she wants to lead people and serve them basically according to the assessment.

[00:16:10] Rebecca Waits: Thank you. You're too sweet. That was a great description.

[00:16:13] Suzie Price: The funny thing about motivators, and I don't know if you've noticed this because you did a lot of running assessments on people as you were getting ready for the certification to practice friends and colleagues, and then you've been using it in your company. I don't know if it's for new hires or how you're using it some, but talk a little bit about that, about knowing that about someone, how someone how that helps you, knowing what puts gas in their tank or any observations about that?

[00:16:38] Rebecca Waits: Yes, absolutely. When we first rolled this out, it was February of last year, right before the pandemic. I had all these big plans to do all kinds of in-person team building activities with it. But anyway, we moved online.

[00:16:51] Suzie Price: You did do a team event, didn't you?

[00:16:52] Rebecca Waits: Yeah we did.We did. It was online right before. So it was good for everyone to understand that. But now we do it for every new hire and they love it. I just did one yesterday. I'm doing another debrief tomorrow with a new hire, and it's interesting for people to understand why they may feel a certain way too, with some of their responsibilities in their role. For instance, you know, if someone has the lowest motivator, number six, it really says a lot, especially if the leader has expectations of like, why is this person not performing in this area? It's like, well, you know, it goes against everything. Their a high tradition and you're asking them to change everything and think through every new Renew process. And so it's really been interesting. We've really encouraged team members to share their motivators with their managers. So having that open dialogue too, because since it's not anything that you can see, it's not observable. We highly encourage to build that bond with the manager so they can understand how it impacts performance.

[00:17:48] Suzie Price: And talk a little bit for anybody who's not familiar what the number six means, you kind of touched on it. But say it again just from a bigger picture.

[00:17:56] Rebecca Waits: Yeah, I would say number six is the least motivating. What doesn't put gas in your tank? Something that you're indifferent to. That's a good way to say it.

[00:18:07] Suzie Price: You're indifferent to it. It's not about ability. Oh, yeah, I can go do that. But unless there's something else in it, that's not how I want to spend five, seven days a week.

[00:18:16] Rebecca Waits: Right, exactly.

[00:18:17] Suzie Price: Yeah, I like how you said indifferent.

[00:18:21] Suzie Price: So you heard from Rebecca that she's a bit of a mama bear. She loves to be of service to others and loves to lead others. She gave some really good descriptions there. And so we're going to dive into the six motivators. So as I dive into them think about we do all of the six motivators all day every day. We do some of each of these things, but there's certain drivers or factors that we place importance on. Your top two according to the assessment, are your top drivers. It's what you want to be doing 5 to 7 days a week to feel alive and engaged. That's that supercar with a full tank of gas, your Porsche, your version of your Porsche GT3 Rs, and then your number six is what you're least interested in. And it's like, okay, I don't really want to do this. I'm limping along. I can do it. I am still a supercar, but I'm not going to go real fast and I maybe don't have any gas in my tank. So if you have your report, if you've taken it before, get it out. It's the Graff and Motivators wheel. It might say personal interest attitudes and values. It might say motivators. If you don't have a report, don't worry. Listen to each of the descriptors and pay attention to what draws you in and what repels you. And FYI, if you want to get a Workplace Motivators assessment, you can order one online and I will send you a link.

[00:19:40] Suzie Price: Go to motivatorsppd.com. You can see the link there and a sample report and a place to order something there. All right let's talk about theoretical. That's the first one. This is about knowledge. This is about a love for learning learning understanding. There's a great Doctor Seuss quote that says "the more you read, the more things you will know. The more that you learn, the more places you will go". So if you hear that quote and you have passion for learning, you will resonate with this. If you're like, oh, that's kind of okay, but it's not really what I want to do all the time. That that's kind of your knowing, but I want you to just go through each one of those thinking about how it relates to you and what the theoretical most wants facts, objectivity, and to gain knowledge Over dues or. Excuse me, let's go to words that work. You know, things like, I have a problem that I need you to help me solve. Here are the facts. Deeper meaning. Formulating the theory. Identifying truth. Books. Understand? Smart. Wise. Expert. That explains what they love to do. Some jobs that probably would fulfill the need or the interest here. Science. Research and development. Astronomy. Engineering. Mathematics. Philosophy. Journalism. Aerospace. Think tank. Psychology. STEM. Anthropology. Political science. AI. Virtual reality. Being a professor. All of those require getting insight and information and knowledge.

[00:21:09] Suzie Price: Learning some famous people that might be considered having this as a top driver. Albert Einstein, Marie Curie, George Washington Carver, Mayim Bialik she is the person who played on the Big Bang. She's actually a scientist on she own. She was blossom years ago in an early series, but I forget what her name is on the Big Bang. But anyway, she's actually a scientist in real life too. And then, like Nancy Drew. So it's that curiosity. So if you scored on the assessment or this interest you, if it's your number 1 or 2 that applies to you if you are a race team. Since I use car analogies, this would be the person who's all about, you know, let's discover how we can get more speed. Let me get in there and look at the engine. Let me be the tech expert. You know, let me learn everything about racing and then I'll bring that to the team meetings. Now, if you score this as number six, it doesn't mean number six is I don't want to spend seven days a week doing this. If it's not your number six, it doesn't mean you don't like to learn. It's just this. I'm more instinctive. I just kind of want to get knowledge as I need it. I don't want to sit around with Susie and have theoretical conversations. Just get kind of get to the point and I'll dig in when I need to. Okay, so there's no judgment when you score it a number six, it just says, yeah, I'm not really not really interested in that.

[00:22:23] Suzie Price: That's not what I put first. And I have my own way about going to this. Okay. So that is theoretical. Let's look at utilitarian. This is return on investment. So this is a focus on efficiency practicality. I want to get results. And Thomas Edison said this. Anything that won't sell I don't want to invent invent it. Sales is a proof of utility. And utility is success. All right. So Edison said, I'm not going to create it if I can't make money off of it. It's got to be useful. And so the most wants for the utilitarian, everybody should pull their weight. There should be no waste. I want to eliminate it, and I want to get a return on investment and maximize resources and eliminate waste. Return on investment. You know, always saying, okay, well, tell me exactly how we're going to make money at get this earnings. Interest. Profit. Wealth. Practical. Useful. The bottom line. Achievement. Reward value. Productivity. Time management. So you can see where this is going right. This is in the finance world. Jobs can be people who follow economics and sales. 82% of all top sales people that are doing outside sales work have utilitarian as their number one or number two. That's how they want to spend their time. I'm going to spend my time doing this work to get a result.

[00:23:49] Suzie Price: Could be supply chain, could be in medicine and dentistry when you need to get results. Consulting, accounting, engineering. Take a practical approach. Real estate, construction, trade schools, business management, project coordination, investment banking. If you have a race team, this is going to be the person who is your business manager or selling sponsorships to put the stickers on the cars running the business. Here's some famous people Warren Buffett, famous for his Investments. The CEO of General General Motors, Mary Barra and Jay-Z, Sheryl Sandberg from Facebook or Meta. So this is I want to get results. I want to be efficient. And if you score it number six, it doesn't mean you're not focused on getting results. But you six days a week, you're not you don't want to be judged primarily on on efficiency. People who have it as their number one like, yeah, I was so efficient. Yes, I love getting a pat on the back. If you have it as your number six, it's like, well, I really want to give freely of my time and I don't want to focus on ROI every minute of every day. All right. So that would be an overview on utilitarian. Let's look at aesthetic. Aesthetic is enjoying things and it is a desire for balance, harmony and beauty. So Danny Glover, an actor, said art is the dynamics of the human experience. So if you scored aesthetic as your 1 or 2, the things that you most want are to create and work in peace, balance and harmony.

[00:25:28] Suzie Price: To focus on how things look and feel. So the environment is a big deal. They see things. What I always see with the aesthetic, it's one of my I'm like 5 or 6. It's the least interesting to me. I don't want to spend my time doing it, but I always appreciate how they are very intuitive. They look at the whole picture, words that work life balance, appreciation, descriptive words so they feel things. And so they have great wording and phrases and similes and metaphors. They're really good at that. I'm not so good at that. They might ask and want to be asked, how are you feeling? And they want to have time to re-energize the creativity, self-help, personal development, self-actualization. That's the aesthetic. How does it look? How does it feel? Particular jobs where this could be a great fit or that would work would be graphic design, marketing, advertising, event planning, culinary arts, being an architect, urban planning, environmental design, interior design, photographer, artist, horticulture, landscape on the race team. What you'd have is this would be the person would pay attention to how the car looks, what the car design is going to be. They might help with social media, all of that, and some famous people under this one that have this high probably is Walt Disney. He had the vision for creating this. He thought outside the box he had the big picture.

[00:26:52] Suzie Price: Tyler Perry is a great, great creator with shows. Vera Wang is a designer, Frank Lloyd Wright. Think about Steve Jobs. He was all about how to create something that looked and felt different. And then Jackie Onassis all about style. If you score this as number six, it doesn't mean that you don't like clothes and design. I love clothes and design. I love having a beautiful home, but I don't really want to spend the time doing it all the time. And what might happen if it's your number six is you tend to compartmentalize chaos and focus in on function and the end result. If it's your number one, you don't want chaos. You want the exact opposite. Okay, so we help each other when we have differences. Okay. We're on to the next one, which is social altruistic which is service. This is number four of six. This is a passion for helping others and making a difference. Muhammad Ali said service to others is the rent we pay for our room in heaven. If social altruistic is your number 1 or 2, what you most want, according to the assessment, is an organization that is committed to its people. Words that really feel good to you is when people say, I need your help. You love to listen to others. You love coaching others love helping others. You're willing to volunteer. Your focus is making the world a better place. Removing pain and suffering.

[00:28:12] Suzie Price: Contributing to charity giving. It's all about people and humanity. Charity. Soothing and comforting others. You can see how that all plays a part. Some great jobs that are a natural fit for social altruistic. As a number one drive is working in a nonprofit, working in education, in healthcare. Could be social work, counseling, therapy, being a veterinarian. Public policy, being a fireman. Being a police officer, being a coach, being a consultant. And if on a race team, this would be the person that's one supporting everyone else on the team. Could be coaching and helping the driver handling charity events. Being a sports psychologist, some of the famous people for this top driver interest attitude. Mother Teresa, what did she do? She had that scored in spades. So not only probably was it number one, it was probably her only one that scored high and it was probably extreme. She walked the streets to remove pain and suffering in the world. Sigmund Freud, psychologist Ben Carson, who was a doctor and has showed his care for others Maya Angelou, Dalai Lama, Princess Diana. If you scored it as your number six, people sometimes don't like it when they see it as their number six, but that doesn't mean you don't help others. It's just you're probably not going to want to spend six seven days a week being of service to others. Counseling, coaching. You have other talents. Not everybody's supposed to be Mother Teresa.

[00:29:41] Suzie Price: Just like not everybody's supposed to be Albert Einstein or Walt Disney or any of these others. So if you have it as your number six, you tend to help others who are already working hard for a specific purpose. And so if they're already working hard, you're going to help them through the lens of whatever your top driver is. Maybe it's following the rules, maybe it's the return on investment, but that's how it looks. If it's your number six, okay, so no judgment. Uh, love what you scored is number 1 or 2 or what really stands out to you as you do these words is not how anybody else feels about this. It's about how you feel about it because you can't get it wrong. There is no judgment in this tool. One is not better than the other. All right. We'll talk a little bit more about that. Let's go to the last two. I want to make sure you have a framework for as a reminder, if you're new to it, if you're looking at your assessment is the individualistic political. This is about visibility. It's a drive for influence, recognition and control. Serena Williams, famous tennis player, says this could be a great quote for anybody who scores. This is their number one. I always believe I can be the best, achieve the best. I always see myself in the top position. So if you have that drive, some of your most want is the opportunity to advance your position, to have more power and influence.

[00:30:55] Suzie Price: And sometimes people are sensitive to this because they say, well, you know, I don't really want to look like a power hungry somebody needs to be out front leading the way. Somebody has to be the CEO and be willing to be the spokesperson for the team. And it's not always easy. And so you have if you have a drive for power it isn't negative. Just like if you have a drive to service serve and it's not negative, it's about how what you do with it. And so this power is a good thing because it helps. Words that work in individualistic political is things like, you know they might say this is the best leadership excel advance got to be number one power, which I just talked about meant in a way that is not negative or like a tyrant. Recognition distinctive. Outside the box. New ideas take control. Be in charge. You have the authority. We need a front person. So jobs that relate to this entrepreneurship. So I got to think outside the box. I got to be the face of the company. I got to take these risks in political science. It's the person who's going to speak about these ideas a public speaker, litigation, business and broadcasting communications. So people in front of the screen, venture capitalism, professional sports. They're the face. They've got their visible leadership, sales, trade jobs. Outdoor or adventure jobs.

[00:32:14] Suzie Price: So this idea of I'm leading a group on a race team, it might be the driver of the race car. It could be the spokesperson for the team. Could be the team owner. Some famous people. Sara Blakely from Spanx. Henry Ford, he had these ideas about how we're going to change how we get around. Created for Sheila Johnson, the co-founder of the Black Entertainment Television Network. Tom Brady. Tiger woods. So being visible, if you scored it your number six, it doesn't mean you won't ever be out front, but you tend to not want to work alone or be in the spotlight. I have a good example of this. I've shared it before, but I'll share it again. Here is I have friends who have two sons. The one son when he was in school who was little, and the teacher would ask for a volunteer. He would always hide and be like, oh not me. I don't want to stand up and speak about something or be in front of the room. That's the number six individualistic. I don't want to work alone, and I don't want to be in the spotlight. And the other son, who was younger, the teacher would ask who would like to volunteer, and he'd put his hand up and go, oh, me, me, and then get mad when he wasn't picked. You know, the one, the other son who had it, his number six, said, oh my gosh, let me hide, don't pick me.

[00:33:23] Suzie Price: And the number one son said, oh, let me work out front. So that kind of gives you a good idea of how this works when it's one or number six, and particularly on that one. So traditional regulatory is the last one of this. Six. This is a distinct respect for structure rules and having a guiding purpose or a belief system. And Golda Meir said this one cannot and must not try to erase the past merely because it does not fit the present. If you are traditional regulatory, you like standard operating procedures. You want to help people follow the structure or the rules. And according to the assessment, what you most want is structure and the ability to what I just said to follow and Enforce the rules and processes. This is the way we do it. Words that work. Standards. Structure. Routine. Tradition. Protocol. Let me have the SOPs. I remember I was in a team session. I've shared this before, but the gal walked in with a big white notebook and we started talking about this. Her big white notebook that was like, four inches thick. It's like, oh, yeah, these are all the standard operating procedures for our organization. She just loved that. So standard operating procedures, tell me about your beliefs. So this is also it translates into I have a structure a tradition, traditional focus in my life of something I believe in. Help me stay in line is a word, you know, because they're trying to say, okay, help me follow what the rules are.

[00:34:46] Suzie Price: If somebody asks them for that help, they like it. Follow your conscience. Sacrifice. Talking about history. Well, history says this. Some of the famous people Golda Meir, General George Patton, Lieutenant Anita Van Buren on law and order. I picked that one because Law and Order is such a series, almost everybody's seen it. You know, she was always the one keeping those detectives in line. Tim Tebow has beliefs. Rosa Parks had a belief and made history Billy Graham. And so those are your six motivators. If your six is traditional regulatory doesn't mean that you're necessarily a rule breaker, but it doesn't put gas in your tank. You tend to thrive on change and new ideas. So you like new ideas, new methods. You might hear out what the old rules are, but like, yeah, let me show you a new way to do it. So there's a good overview. I hope that's a good over overview for you. I have a memory jogger card that you'll be able to access that has the six motivators, and includes other things like overdues and stressors. And just it's a good cheat sheet. So and it has pictures of some of the famous people. You can check that out at our show notes at pricelessprofessional.com/motivatorslife. All right. So now I told you that you that I had colleagues that were going to share today.

[00:36:02] Suzie Price: This is my colleague, Wonder Woman mastermind team member. So we have this Wonder Woman mastermind made up of women who are colleagues and friends. We all have the same kind of businesses. We all do different things and focus in different areas. And this is Krista Sheets. She's the president of Paragon Resources and Competitive Edge, and she's going to share how you can identify when you are aligned or misaligned with your motivators. She's going to talk about how to communicate with others, about your motivators and practical ways to apply these things at work. And she's got some compelling real life stories where motivators led to a breakthrough or a change. So more about Krista and I'll have links to her and her show notes. I mean, in the show notes at Priceless professionals.com/motivators live. She has been delivering training and consulting services for 28 years, so most of her adult life because she's way younger than me. She just celebrated her 28th work anniversary this year. She's amazing. Her and her teams trained corporate leaders on how to use these tools. Her one company was founded in 1981, Competitive Edge. And they work in law enforcement and healthcare and manufacturing professional services. And then Paragon in 1994. They work at Wealth Advisory Area, so you'll have links to her if you want to follow up with her. But let's listen to how you know when you're aligned, misaligned and practical ways to apply from wonderful Krista.

[00:37:34] Krista Sheets: One of my favorite areas of the work that we do is uncovering the motivations for individuals and for teams. They really have led to insightful decision making for a person's career. It helps with dealing with interpersonal conflict issues amongst team members. It really brings in an aspect of defining culture, and that is a big word to define. But the one. Aspect of defining what motivates the individuals and putting that collective. Together, it kind of looks at birds of a feather will flock together. And if we are. There in that environment and feeling fulfilled by the work that we do. It's infectious. It provides a passion that no one can compete with. So it is a. Great competitive advantage when understanding a group's motivators. I have dealt with many teams that may have been having some personality conflicts. They may have done some other assessment tools and uncovered some characteristics about themselves and improved the communication, but still just couldn't get that synergy together with uncovering the talents of their motivators and what really drives them and engages them in the work that they do. It takes that charge off. Sometimes when I'm working with someone that might be different than me, and it helps to helps to really lead to appreciating people that have those differences and what they can bring to the table. I've had several team members that have come to us wanting to look individually at their roles in their organizations.

[00:39:09] Krista Sheets: For instance, I had a lady that was in the financial services industry. She had a very strong humanitarian or what we call social drive, and she just didn't feel the work that she did was giving back to people and helping them. And so she actually decided to leave that industry and become a nurse. She went to nursing school. She felt that would be much more of a way to apply her desire to eliminate pain and conflict for others, and how that really helped her capitalize on who she was, and really give her that enjoyment and help her define success as well as live that success. I also have worked with a couple of individuals Visuals that had more of a government position working in a very cut and dry. Objective, fact based kind of world. This was actually for the Centers of Disease Control, and she just never felt that she belonged in the group. And that was because everyone around her was a scientist. Everyone around her was very technical, didn't have a lot of the creativity that she had that need for expressing a uniqueness. She had what was called the aesthetic motivator. She decided to still stay with the government, but she ended up going to Fish and Wildlife instead of working in CDC because Fish and Wildlife got her outside with the outdoors, and she could feel the vibe of Mother Earth, and she could feel more connected to who she was.

[00:40:44] Krista Sheets: The motivators just provide that objectivity to making some wiser decisions about our career paths, and I really wish in the future that we did more of this in high schools and colleges, because we find a lot of people go down a path that they are not fulfilled by the career they chose and they feel stuck. I think motivators makes people feel unstuck when they can truly embrace and express what drives them. When people are misaligned with their motivators, they get this sense that they just don't belong. Whatever they're doing. They get a sense that they shouldn't go in to the office or the workplace. They feel like it's a dread. It's an extra weight that they bear each day. And it's a shame because having misalignment in our motivators, being in an organization or a workplace that doesn't connect us to who we are as an individual and connect us to how we define success. Because that's a special definition for everyone, and motivators can definitely help get towards that clarity for an individual. The physical weight of not being fulfilled in their work can actually lead to physical ailment. I see people get the cold quicker.

[00:42:07] Krista Sheets: They actually have more pains and aches in their body. We've had individuals that swear their job was pretty much killing them, and when they could see objectively how what they're doing and the work that they're doing and the environment in which they're doing wasn't fulfilling for them, wasn't giving them what their desires were, they had to speak up to help themselves out, to have control over their destiny. And so that emptiness, that not belonging, that physical weight that can come without being aware and aligned with our motivators, Is a real problem and a challenge that organizations must deal with, and must give the resources to individuals to be able to fulfill their definition of success. One of my favorite areas of the work that we do is uncovering the motivations for individuals and for teams. They really have led to insightful decision making for a person's career. It helps with dealing with interpersonal conflict issues amongst team members. It really brings in an aspect of defining culture, and that is a big word to define. But the one aspect of defining what motivates the individuals and putting that collective together, it kind of looks at birds of a feather will flock together. And if we are there in that environment and feeling fulfilled by the work that we do, it's infectious. It provides a passion that no one can compete with.

[00:43:44] Krista Sheets: So it is a great competitive advantage when understanding a group's motivators. I have dealt with many teams that may have been having some personality conflicts. They may have done some other assessment tools and uncovered some characteristics about themselves and improved the communication, but still just couldn't get that synergy together with uncovering the talents of their motivators and what really drives them and engages them in the work that they do. It takes that charge off. Sometimes when I'm working with someone that might be different than me, and it helps to really lead to appreciating people that have those differences and what they can bring to the table. I've had several team members that have come to us wanting to look individually at their roles in their organizations. For instance, I had a lady that was in the financial services industry. She had a very strong humanitarian or what we call social drive, and she just didn't feel the work that she did was giving back to people and helping them, and so she actually decided to leave that industry and become a nurse. She went to nursing school. She felt that would be much more of a way to apply her desire to eliminate pain and conflict for others, and how that really helped her capitalize on who she was, and really give her that enjoyment and help her define success as well as live that success.

[00:45:12] Krista Sheets: I also have worked with a couple of individuals that had more of a government position working in a very cut, dry, objective, fact based kind of world. This was actually for the Centers of Disease Control, and she just never felt that she belonged in the group. And that was because everyone around her was a scientist. Everyone around her was very technical, didn't have a lot of the creativity that she had that need for expressing a uniqueness. She had what was called the aesthetic motivator. She decided to still stay with the government, but she ended up going to Fish and Wildlife instead of working in CDC because Fish and Wildlife got her outside with the outdoors, and she could feel the vibe of Mother Earth, and she could feel more connected to who she was. The motivators just provide that objectivity to making some wiser decisions about our career paths. And I really wish in the future that we did more of this in high schools and colleges, because we find a lot of people go down a path that they are not fulfilled by the career they chose and they feel stuck. I think motivators makes people feel unstuck when they can truly embrace and express what drives them.

[00:46:40] Suzie Price: So understanding your number one and number two motivators helps you prioritize work that lights you up. And I know you're getting the gist of that through what we've shared so far. And one and two is what lights you up. And recognizing your number six can help you avoid burnout. So don't get into situations that don't match your number six or that match your number six. And it's where you have to spend your time and you don't want to. And I mentioned that earlier where I worked for a wonderful, beautiful insurance company many years ago before I started my business. And I cared about the people. I liked the company, but it's what at that time it was very much a traditional regulatory environment. And that's my number six. And I not only score it as number six, I score way below the rest of the population. So when you're looking at your scores and your motivators assessment, you look at how you scored within the population and then anything you scored beyond that. So you scored it passionate or extreme or indifferent that says, okay, I really care about this. And for me, I had a very nontraditional childhood growing up. And so I don't function as well in very regulatory environments and regulatory clients so much if I have to, if I'm living in their environment. So I want you to think about that for yourself as you look at your number six and got another real world example that I want to share with you, it's with senior Vice President Amy Lugar. She is the senior vice president at Hub International, one of my clients. And this is episode 112. And we talk about life and work and impacting others. And she the whole episode was really good because she talks about not being relationship lazy, which I thought was a great term. And I want you to listen to her talking about the things that really motivate her as I'm talking to her and sharing insights from her assessment.

[00:48:36] Amy Lugar: This is like the hardest part of this segment. Susie, like talking about yourself. I would love to be that person. So I hope that my team would say, this sounds a lot like me. I think certainly pieces of that definitely resonate with me. And you really also just described all the things I love about my job and the culture.

[00:48:53] Suzie Price: We've been talking about match. So there we go. Yes. Futuristic influencer. Effective results. Optimistic and process improvement. Yes. Yes. Displayed that too. So people have already experienced all this with you on this call, you know. So it's what according to the assessment, what drives you. So you get to do those on your job every day.

[00:49:14] Amy Lugar: Oh yes. Oh yes. So I also say pretty regularly that hub is my forever company. And it is I don't say my forever job, because my job seems like it's a little different every six months, maybe even faster than that. My my job certainly grows. So I don't say this is my forever job, but it's my forever company. And, you know, listening to the things you just kind of rattled off are the things that really do motivate me. So and I have those things in hub, you know, I have a very supportive leader. My direct leader, the leader of our HR function, the CEO of our company, you know, we're aligned from a values standpoint. And I've worked places before where, you know, the higher you up you go in a company, you see things that felt different when you were in a different role. And you have to reevaluate whether or not your values are still aligned with leadership and culture of that company. I can tell you at Hub that I've never felt that. In fact, the higher up exposure I've had to leaders in the company, the more it validates my belief in the company, the values and the leadership. So, yeah, you know, I think you're right. I think that's why I am so engaged and connected with my organization, because it is a match to the things that also motivate me, as well as just my basic values as a person.

[00:50:33] Suzie Price: That's wonderful. And the motivators, I mean, so the utilitarian is I want to get a return on investment. I want to make sure we're efficient and effective. And then the individualistic is I'm willing to lead. I'm willing to be out front. I'm going to, you know, network and bring people together and kind of be an influencer, you know. So when you get to do that, you light up like you are lit up. So I hope you got more insight about motivators through Amy's example and her saying, you know, those are the things that really do motivate me and why she is so engaged and connected with the organization. If you are interested, I mentioned this at the start. We have a website web page where you can order a Workplace Motivators assessment. Go to motivators. Com motivators. Com and you'll get an assessment. And it's interesting. It's a more detailed assessment just on motivators. It takes about ten minutes to complete. And it gives you things general characteristics about each of these factors where you see them Even, and it ranks them in the order of number one to number six. How you add value to the organization in each area. Keys to managing and motivating training. Insights. Professional development and learning insights. Quality. Continuous quality improvement.

[00:51:46] Suzie Price: Which is a nice way of saying hey, these are things you might overdo. You could work on this, which I'm always working on my overdues and aware of that, but I don't beat myself up and just know, oh, that's me overdoing my goodness at this page at motivators PPD. We also have a debrief video and a bunch of tools and so you can reference those there. Words don't teach. Life experience does. So you now have a solid overview of the six and some insights from top leaders and from Krista about this tool. I want you to use it where I say words don't teach. Yeah, yeah, yeah, I hear it now. I need to apply it. If the assessment or if I felt like my results say that I this and this is most important to me. Pay attention when you're doing more of that and pay attention on that. Number six, when you're in an environment that has that and see how you feel and how that impacts you. And speaking of how you feel, I want to share with you segment number two from our new series that we're doing with Douglas White. It's Wellbeing 2.0 Aligning with Your Excellence. And Douglas is a recurring guest for 2025. He's the CEO of Soul Integrated Athletics.

[00:53:01] Suzie Price: He's a former leader in the world of pitching as a player and then as a coach and director. He's been in the Major League Baseball as a four time minor league champion and two part of two World Series winning teams, which is really cool. And then he's got this soul integrated athletics company that he's running, and they're building a platform around mental and emotional health. And he's also helping leaders and individuals. So but he is helping remind us that how we feel matters. And I really like that we're sharing this in our episodes this year because this idea of my emotions matter. I want to know how I feel, and I want to use them as guidance. And it's particularly important with this workplace motivators assessment because you need to know notice if you can make the connection between the assessment said this about here's what interests me and here's how I feel when I do it. It will help you use that. It's not something to ignore, but something you can use to your benefit to create a wake up of your life and to do more. What of what you love? So let's listen to Douglas now with segment two of Wellbeing 2.0 Aligning with Your Excellence.

[00:54:30] Douglas White: Hello, everybody. Douglas White I'm here again. Yes this is Emotional Wellbeing 2.0 aligning with your excellence. You're listening to the Wake Up Eager podcast. And I'm right here smack dab in the middle of it. Let's get right into it. Segment one we talked about what does the title mean? Emotional Well-Being 2.0 aligning with your excellence. And also let's have a task. Let's do some observation. Right. And we talked about observation being so powerful because we're using emotions as our guidance. We're using emotions as information. We're using emotions as a way of communicating with ourselves our higher self, our non-physical self, our source, our God, our soul, whatever you want to call it doesn't matter. And so the better we are at understanding how we feel, or the quicker we can get that little ooh. There's an emotion. Ooh. That's different. Ooh, that feels positive. Ooh, that feels more negative. What's going on here? The more we can practice that, the more we can, let's say guide ourselves, navigate to where we want to go. So let's talk about a little bit more. What are emotions for. And I just said that right. We're talking about emotions as guidance as information. So if we say that how do we create this new relationship with our emotions if we know it's got their guidance, their information right there, communication between us and us, right between you and you, then that means every single emotion that we feel is for our benefit because it's communication. It's telling us something so we don't have to judge ourself for feeling any way that we are feeling in any moment of our lives. Just think of that freedom. If you could get to that place ultimately in your life where your emotions came and went and came and went, and when they came, you used them for the information, the guidance that they are, and you knew how to do it.

[00:56:49] Douglas White: And then they left and you were like, thank you so very much. And you named the emotion and you said, thank you so very much. Disappointment. I appreciate you showing up to help me guide my way. Thank you. Oh thank you, Hope for showing up to help me guide my way. And that's it. That's what we really want to get focused on. So we talked about observation last time. Now we're talking about emotions as guidance as information as you're interpreting your life through your emotions And any single one of those emotions are amazing, and we really want to practice feeling the way we're feeling, not thinking we need to change anything, not thinking we're doing something wrong. We're making a mistake. We're bad. None of that. Emotions are simply for our benefit. They are our guidance and we want to acknowledge that and then love that. So here we go. We talked about observation. We're going to continue with that. Continue. Observe observe, observe, observe your life and how it's making you feel. And now when an emotion comes up, see if you can allow it in without judgment and see if you can figure out where did that sucker come from and start having a relationship with it. And again, we'll talk about this a ton in the year 2025. But let's see if we can start with this. Okay guys, hope you're having a great day. Love you so much.

[00:58:29] Suzie Price: All right. Hope you enjoyed this episode today. And what I want you to do now here's kind of your quote unquote homework of course optional. But I want you to reflect on what you think your top motivators are. Go over and get the memory Jogger card. I'll make sure that's the top link on our show notes at pricelessprofessional.com/motivatorslife. But I want you to think about look at the memory jogger card. You don't have to have an assessment. See which ones really speak to you, where you see patterns in your life, where you've had most energy and excitement. And then I want you to think about. And this is something I do a lot in our seminars, is who in your life might have influenced your top and least interests? And so think about that. You don't know. That's why I say might, you know, so you're just guessing. But, you know, if I love to get a return on investment, who influenced that? To me, if I love balance and harmony. What happened in my life that made me want more of that? Sometimes it's a positive influence, you know? So if your parent was a salesperson and love to get results and so you love that, or maybe you didn't have a lot of balance and harmony in your younger years and you decided I'm going to have more balance and harmony. So that's why aesthetic is probably my top driver. That might have influenced me. So no right or wrong answer. Interesting to think about, and I'll share in part two of this, which will be the next episode.

[00:59:48] Suzie Price: My answer to this question who influenced mine? And it's very enlightening. I had a few influences, positive and then anti influences that I know there were decisions that I made. So that's the first thing I want you to do. And you know, these are nature nurture tools. We come in with some of these priorities or these things that we care about. We're born. They're born into us. That's why the expression of your soul means so much to me, from the Spranger who kind of created this initially. And they our environment helps shape them. And next thing I want you to think about is how much of my time am I spending on these interests? Is my whole life around everything opposite of this? Or am I doing these things? And then I want you to think about how you can shape your role to better match what you're naturally interested in, because you might have more opportunities to do that than you think. And so I want you to think about that. And if you can't change your role because we don't always have, we can't do that on a dime. Think about how I can do more of what interests me over the weekends, in the evenings, and I will touch on that as we move forward in the next part two. And then in the in each assessment, if you take the assessment, there's some pages on the end of it that say three things that you'll continue to do, two things you'll modify or change slightly.

[01:01:09] Suzie Price: So things that are like, okay, for me, I love to learn. So I'm going to continue to get certifications. I'm continuing to read books. What are the things that you might modify or slightly change? And these are things that maybe if I do a little less of this, maybe it's a little overview, it'll increase your personal effectiveness. And so, you know, every strength in these are things we tend to overdo because we just kind of take our strengths for granted. That's why it's so powerful to know what your strengths are. But to know, okay, what are a couple of things I could do to be more effective? And lastly, what is one thing you're going to stop doing or try to eliminate as a result so that you can be more effective? So in closing, we've covered the basics of the six factors gender neutral culture, neutral drivers, attitudes, interests, values. And we shared some stories about how they show up in real life. We're going to go deeper. In part two. We're going to talk about how to build a high commitment, low drama workplace with this information and give you some practical tips for applying this to hiring. I've got some of my experts back in, and this time it'll be Marc Sims and Sherry Hribar. They both are using these tools in hiring and in leadership development. So we're going to talk about that.

[01:02:21] Suzie Price: Sherry is the president of Select Links. And Marc Sims is the president of Right Performance Management. And they both more than 20 years of using this. So they have great insights. And then we'll have another segment from Douglas. Isn't he lovely. He's a bright light. And he is talking about emotional wellness and psychological fluency which is one of our other clients talked about this. Understanding our feelings in an interesting way that I think is helpful and non-threatening. Because, you know what? We all have these feelings. And so we all need to figure out how to what do we do with them, how do we use them to our benefit. So I appreciate that Doug is helping us. So I hope you enjoyed that. Again, the show notes for today. pricelessprofessional.com/motivatorslife and the show notes for the next episode. Part two of this is pricelessprofessional.com/motivatorswork. All right. So we are coming to a close. If you have any questions for me or if there's anything that I can do to be helpful to you, give me a shout. You can reach me at Suzie at Priceless Professional com and create more wake up eager days for yourself, and don't forget to subscribe and share this episode with anyone who wants to work and live with greater purpose and energy. That helps us get the information out for those who might be interested in it. So thanks for tuning in and can't wait to share the next episode with you! Take care.

[01:03:46] Intro/Outro: This episode of the Wake Up Eager Workforce podcast was brought to you by Priceless Professional Development. Thank you for tuning in. If you enjoyed today's show, head over to pricelessprofessional.com to gain access to more professional development resources.