Wake Up Eager Workforce 
Episode 126 Transcript

Episode Preview:
In this episode of the Wake Up Eager Workforce podcast, host Suzie Price dives deep into the power of Workplace Motivators and how understanding what drives your team can dramatically improve employee engagement, performance, and retention. Whether you’re a leader, hiring manager, or employee, discovering the right motivators helps put people in roles where they thrive, creating a Wake Up Eager Workforce.

Experts Sherry Hribar and Marc Simms share valuable insights on using motivators to optimize hiring and coaching strategies. Learn why aligning a candidate's personal motivators with job expectations leads to greater productivity, reduces turnover, and builds stronger client and employee relationships.

By focusing on what drives individuals—whether it’s achieving practical results, serving others, or fostering creativity—this episode offers actionable tips on building high-performance teams and ensuring long-term success. Don’t miss out on tools like the Workplace Motivators Hiring Memory Jogger and Talent Tracker to help you hire and coach effectively.

Read the episode 126 transcript below to transform your team dynamics, improve your hiring process, and unlock greater workplace success with the power of motivators!

Transcript

Suzie Price: Hey there! Today we're sharing part two of a two part series on workplace motivators, and we're going to talk today about how to use the motivators assessment to increase involvement, enthusiasm and engagement at work. We're going to specifically talk about using it in hiring, coaching and team building. In part one of this series, we talked about how you can use it for yourself, self-awareness and understanding your strengths and what you're most interested in, and creating your wake up eager life. That really is a great standpoint for using the assessments. The more you understand your results, the more effective you'll be in interpreting them and using them throughout the employees journey. So that's why we started with that. So if you need to go back to that episode, you can do that and I'll give you the link to that. But what we're going to focus on today is about putting people in the right seats so they can use their strengths on the job. What they're most interested in. And what we want to do is increase the probability of them staying, being effective, being productive. So we start with hiring and then we can show you how you use it for onboarding and coaching. And it just helps you as a leader, you know, leader at home and a leader at work. Understand and appreciate the people around you, especially when they prioritize or are interested in things very different from what you prioritize or interested in. This tool is not a magic pill, but it feels like magic when you use it because of the level of understanding you have and the clarity you have about why you do what you do and why the people around you at work and at home do what they do. So I'm excited today to share this with you so that you can use this motivators framework throughout your personal and professional life. It is a beautiful and smart tool and it matters. And let's get going with our show today Michael. Hit it!

[00:01:55] 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.

[00:02:21] Suzie Price: So welcome back to the Wake Up Eager Workforce podcast. I'm Suzie and today we're diving into part two of the Workplace Motivators Assessment. Another name for the tool is Personal interest Attitudes and Values. So it gives you an idea. This is what we are personally interested in. And the interesting thing is, is we can use this at work to build a wake up eager workforce. And that is the title of today's episode. It's episode 126, using workplace motivators to build a wake up, eager workforce. The show notes for today will have some links and a couple of tools that you're probably going to want to reference. You can go to pricelessprofessional.com/motivatorswork , pricelessprofessional.com/motivatorswork all one word. We're going to talk about today how to create a wake up eager workforce by valuing what drives others, which is going to help you put people in the right roles that align with what they like to do. If they like to do it, they're going to want to do it. If they want to do it, they're probably going to enjoy doing it, and then they're going to be more effective in the work. And it's also going to show you how, as a leader, you can build stronger relationships with your employees, with clients, with colleagues, family members and friends. Again, in this episode, I have my consulting colleagues here. These are two other experts that I've known for many years since I've been in the business, and between myself, my experience and their experience, we have a combined 90 years of experience using workplace motivators.

[00:03:48] Suzie Price: And so we're all using this framework to help people all over the world and hundreds of different industries. So you'll hear from two of those folks today about how they use it. And then I'll also remind you of different conversations we've had with other corporate executives and how they use this information. So if you haven't listened to part one yet, using your unique mix of personal interest and motivator strengths to create happy and fulfilling wake up eager days, that's a long title, but there's a lot to be said there. You have unique mix of these things, and so does everybody around you of what you're interested in. And if you use them, you have this fulfilling life. Go check out that episode because we go into more detail about each of the motivators and what the what's the measured and what they mean. And you can get those show notes at priceless professional.com/motivators. Life all one word. And now for part two. Again the reminder is the show notes with all the links and things I'm going to reference are pricelessprofessional.com/motivatorswork. So you probably believe this and have seen it. And it's just an easy, simple common sense statement. But nobody works harder or happier than someone who loves what they do. And you know, in part one of this series, we heard from senior Vice President of Human Resources Amy Luger, and Chief Human Resource Officer Rebecca Waits both shared how their daily work aligns with how they like to work and the culture of the environment that they're in.

[00:05:22] Suzie Price: And so we can go back and listen to that and listen for what Amy says about how, yes, I get to do that every day. What's I scored I'm most interested in. That's what I get to do every day. I love being here. And you could hear the excitement in her work. Same thing with Rebecca, what she loved to do, it was different from what Amy liked to do, but her environment really rewards the things that Rebecca is most interested in. She she alluded to being called a mama bear, so you'll have to go listen to the episode there to hear that. But nobody works harder or happier when someone than someone who loves what they do. So we enjoy what we do when we get to use our strengths. It's common sense and this is key to understand. You want to know what each person is interested in, and then match them to the work that you give them to the project, that you get them to, the roles that you put them in. And it's interesting that there's a book that's been around for many, many years. It was a bestseller, 4 million copies. It was one of the most widely read business books in the past 20 years. And it's a book, a good to great why some companies make the leap and others don't. So it doesn't matter whether you've read the book or not.

[00:06:32] Suzie Price: And yes, it is older, but it is timeless in the principles that it shares. The book explores how regular companies, ordinary companies, can become exceptional, and they've got years of research and interviews and real world examples, and some of it may be out of date, but the principles, like I said, are timeless and can be applied to all of us. And the interesting thing is, when they started their research, they thought the great companies were the companies that had the best strategy. But what they found out was, yes, they needed a great strategy, but they needed something more before that, and that is to get the right people on the bus and then figure out where to drive it. So you got to have the right people on the bus, on the right bus, in the right seats. And so what they brought to light over 20 years ago is this idea of prioritizing the people on the team. And when you have right people in the right seats, you have to have both of those. That's all about matching what the job is going to require every day to what they want to do every day. And in our work, that's what we specialize in. I'm very passionate about it because I have personally lived being not a good match for my role, able to do the work, but not wanting to do the work. And I've seen so many other people on the wrong bus, maybe in the wrong seat, maybe on the right bus, wrong seat.

[00:07:50] Suzie Price: And so our TriMetrix tool. It's a trimodal tool that measures three different sciences. And one of those sciences is this motivators that we're digging into. The trimodal tool measures approximately 50 superior performance attributes that you pick for the job. And out of those 50 one third or a part of it is what comes from the motivators. And so we're looking at superior performance attributes from this list of attributes. And we have a whole process that walks leaders through this. Here's the attributes for the job. And then we have the superior performance talents of the candidate. And then we try to see do they match. Do the attributes that I have for the job match the attributes that the candidate has, and how closely can we get alignment? So they are doing what they're naturally good at and what they feel rewarded by. So that is the focus of these talents. What we're interested in, what we're motivated by is a key part of it. And the interesting thing is, is it's not immediately Visible. So you need to know what you're looking for, and you need to understand this framework in order to look for this specific area. Most of the time people will talk about what they're interested in, but they don't understand it until they see the assessment and their results. And 98% of the time they say, oh, yeah, I've always been interested in that. But the flip is now they can see it in writing, they can see what it means, and now they can be conscious about making choices.

[00:09:18] Suzie Price: Most of the time when people are interviewing with you, they just want a job. They're not always most of the time, unless they've been someone who's studied this work, they don't specifically know what they want to do in regard to what I'm most interested in. They want a job with their company for the pay. So you being the hiring manager, the interviewing manager, the employer, the leader, you need to understand this so that you can help people. Sometimes very good people will come across your path. But here you have your superior performance attributes, and you've got your superior performers talents and they don't match. And even though you've got a great person and we've got a great job, it doesn't work out. We need these to match. And so you know what to look for. And we're going to give you the tools to do that. But we're going to start with having Sherry Hribar, who is a long time friend of mine who is an expert in this tool as well, and she is the president of Select Link. She's going to tell a little bit more about what she is doing in this field. And with this assessment, she gives a great overview about the three things you must look for and for some of the biggest mistakes hiring managers make. And specifically she talks about the big mistake with outside sales. Let's listen to Sherry now.

[00:10:31] Sherry Hribar: Hi my name is Sherry Hribar. At Select Links, we focus on the sciences that are used in selecting, interviewing and assessing candidates or current employees. Primarily, we are working with privately owned businesses of less than 500 employees, and we've been doing this for over 20 years. In regards to the workplace motivators, assessment of all the data that I help my clients to collect before they make a hiring decision, I've learned that understanding the expectations and motivations of the candidate is the crux of a solid hire and the retention of that employee. And let's face it, finding and keeping good employees is paramount in today's tight talent market. It might sound a bit pompous, but I do consider myself an expert in identifying the right fit employee. But it is only possible through an established, consistent interview process and solid assessment tools. You know, so many of the companies that I work with get immersed in what they need in a job or a role, and spend very little time determining if it fits what the candidate needs. I've learned that early in the interview process, what the candidate is looking for trumps what the company needs. If you want an engaged and productive employee, pay attention to what they expect from their job. Matching the candidate's motivation. What they need to be happy in the role to what the job provides is key. And on another level, matching the candidate to the rewards culture of the company can be a major factor in keeping that employee engaged and productive. Here are three things hiring managers need to look for and consider when reviewing a candidate's workplace motivators assessment. First, determine the two primary motivators. This is critical. These motivators are what your candidate is telling you they need in order to stay engaged.

[00:12:56] Sherry Hribar: Second, determine the level of intensity of those primary motivations. You can find this data on the Norms and Comparisons page. If the candidate's motivation ranges in the passionate area, this is a must have for that candidate. Do not overlook this data. And third, have a discussion with the candidate. Focus on a series of interview questions about the candidate's expectations for their role and how they prefer to be rewarded. In my experience, the most consistent example of a mismatch of candidates motivations to job performance can be seen in the outside sales role, often called a territory manager or account manager, sales manager or sales rep. If the sales role consists of a commission based compensation plan, that candidate's primary motivators should be, and I would almost say must be, utilitarian and individualism. I've seen more hiring mistakes made in hiring sales professionals because the interview was swayed by the behaviors of the candidate. They were articulate, enthusiastic, outgoing, engaging. But I will tell you, behaviors do not drive sales results. Which drive sales results is a strong utilitarian motivation and a strong individualistic motivation in utilitarian motivation means that the candidate wants to see an ROI on the investment of their time and talent they measured through their financial results. And let's face it, if they're making money, the company is making money. The other motivation individualism, will be seen in. The candidates need to be in charge of their destiny and their work life. A strong score on individualism means that your candidate takes accountability for their sales results. Identify this combination utilitarian and individualism in the primary positions. This combination, combined with a candidate's proven sales track record, will increase your success in hiring productive and engaged sales professionals.

[00:15:15] Suzie Price: So Sherry talked about the big mistake made with outside salespeople, and I want to talk about that a little bit. As we talk about what are the things that we're looking for in these six gender neutral, cultural neutral motivators? And we'll start with what Sherry talked about. When you're hiring a sales candidate, one of the things that you want to look for is utilitarian economic. If it's outside sales, that's one of the superior performance attributes. And it means that this is the job needs someone who cares about practical accomplishments, getting results and rewards for their investment of time, energy, and resources. So if I do this, I'm going to get that. That's a typical business mindset and it's often a sales mindset. It doesn't mean they don't care about the people, but they are driven by they're interested in practical accomplishments. And what we found in our research is 82% of the time, top outside salespeople have utilitarian economic as one of their top drivers. So you want to be looking for that when you are hiring someone. We've got a Workplace Motivators hiring Memory Jogger card that you'll be able to download that's going to give you this, which is the definition of what it is when you're talking about it for a job. And then what are the main things that they would be doing on the job. So think about this for the sales person. They're going to be impacting the bottom line.

[00:16:37] Suzie Price: They like to do that. So if they get if that job needs them to do that they're going to feel rewarded and energized. They like to regularly achieve results in their work. They want to have opportunities to optimize. So it's utilitarian, economic. I want utility, I want it to be practical, and I want to see and create a return on investment. So that's what the person would be doing on the job. If we think about the car analogy, we talked about gas and tank and we talked about in episode one. My husband is a has a race cars and one of his favorite cars is a Porsche GT3, Rs. And we always use a car analogy. We said, you know, we can have a beautiful, his beautiful Porsche GT3 RS is in perfect condition. Beautiful lime green, cool color, cool seats, great engine, high horsepower, all that stuff that I described in episode one. It's not going anywhere if it doesn't have any gas in the tank. So this is the gas in the tank at work for people. And so if Jeff had a race team and he needed a utilitarian person, he would look for someone with this background or this interest to help sell sponsorships. So maybe he was going to have people buy a spot on his car or be the business manager. They want to optimize and impact the bottom result.

[00:17:54] Suzie Price: And so I'm going to share a little bit about some other examples that I shared previously. These are. This list is not exhaustive, but think about the traits that are common for these types of roles. Economics some kind of role where you're talking economics sales. I mentioned that finance, supply chain medicine and dentistry. You know, there's aspects in medicine. Not all not all medicine jobs require utilitarian, but there will be aspects of it that will consulting. You're helping people get results in their business. Accounting, engineering, real estate, construction, trade schools, business management, project coordination and investment banking are just some of the examples. So you'll see all this if you go to our show notes at pricelessprofessional.com/motivatorswork all one word lowercase, and you'll see the hiring memory jogger card from motivators, and you'll have this reminder of what the job is, the attributes for the job, and then the sample positions. And then also I'll give you some interview questions that you can use to ask for what will help you is it's not immediately visible, but if you ask some of the interview questions and you know what the job needs, then you can pay attention to what they've done in the past, and you can look for other clues about whether they are utilitarian as their number 1 or 2 interest, that they like spending their time doing this.

[00:19:18] Suzie Price: So look for that memory jogger card for some tips and tricks and that ought to help you. Okay, so the other thing Cherie talked about was individualistic political. And that was something that she sees on outside sales jobs. It's one of the superior performance attributes for the job, for outside sales. And it means that the job needs somebody to care about and value personal recognition, freedom and control over their own destiny. So I'll be in control of my destiny, and I'd be interested in being in control of your destiny, too. And that's how individualistic, political person who scores that is what they're most interested in. What they would like to do on the job is they want to be the go to person. They want to build connections and a strong network. Individualistic, political are good. It's like, oh, here's some information here. And I know this person here. I'm going to connect them. And then an outside sales that's all about connections and networking. So they have to naturally like going to those meetings and and talking to people and having this visibility as a spokesperson for the company in this role of outside sales, being visible and influencing others is something that puts gas in the tank of this individual. And they like to think outside the box because because they're into practical and they're meeting and networking and they like their entrepreneurial mindset about being in charge of their own destiny and not sitting around and waiting for somebody to tell them what to do.

[00:20:41] Suzie Price: Sometimes they can have ideas outside the box. And so if we go back to Jeff's, my husband's race team. Fictional race team for his car that he loves, this would be the driver. Oftentimes people who are visible in sports have individualistic political, you know, put me in charge. I'll be the face of the race team, the owner, the spokesperson, outside sales person. And some job examples for individualistic include. Now these are just think of the traits related to these. This is not an exhaustive list but venture capitalism. That's where you got to think outside the box. And you're, you know, helping put money into businesses. Professional sports. I already mentioned that a public speaker political science maybe it's you're in politics in some way. Entrepreneurship, broadcasting. So people who are in front of the camera and are being, you know, the host or the spokesperson for the morning show. It could also be leadership. I'm willing to be out front. A lot of times I see that I'll see an entire executive team who has individualistic as their top drivers. It's not exclusive that that's the case, but it's often the case. It could be outdoor or adventure jobs where you're leading groups. So maybe they have individualistic and one or the other motivators.

[00:21:54] Suzie Price: They want to be aesthetic outdoors. So I'm leading people through the outdoors. Okay. So that's what Sherry was talking about for outside sales. And that gives you a little bit of insight. I'm going to go through the rest of the four other motivators that'll be on the memory jogger card so that you can reference these. But this is for the job. So traditional regulatory. So on the job, the role would require someone who values traditions, social structure, rules, regulations and principles. And so this is someone if it's their top interest, they want opportunities to follow, enforce the rules they they like. I always tell the story about the gal who walked in with a big, big, thick white notebook that had all the standard operating procedures needed to do the job. And she said, oh, I love rules and processes. And everybody else in the room picked at her and moaned and said, oh my gosh, yes. He's always telling us about what the procedures are. They like working within the chain of command. They like implementing high standards. They like helping the good of the cause. So they're trying to keep the traditions. So in the race car world, that would be your chief financial officer. You want somebody who's really going to look at the rules and the regs for keeping accounting and keeping the books. A lot of money going in and out of race teams.

[00:23:08] Suzie Price: It could be, you know, if you follow NASCAR or Indy or there's all kinds of rules on what they can do with their car and what they can't do and how they can do it and when they can do it. Standard operating procedures that they need to have. So having somebody who has a traditional regulatory is going to be in their element. Oh, you want me to figure out what all the rules are and then help everybody follow them? Oh my gosh I want to do that insurance. It could be the technical aspect of it. You see traditional regulatory and a lot of different areas. Here's a list that's not exhaustive, but again, think of the traits. Government a lot of times they have a lot of rules and regulations. Education quality control. How do I make sure this meets inspection. Insurance is a very structured and has a lot of rules. Religious roles military, banking, finance, cultural studies, activism. And so what you'll see with traditional regulatory is the person has beliefs that they hold strongly to. So sometimes you do see that in activism law enforcement, industrial and trade jobs, funeral services. That is what traditional regulatory would be. And when you look at the Memory jogger card, we'll give you some interview questions that you can ask when you're using that for the job. Let's look at theoretical. If the job needs someone who has theoretical as their top driver, you're looking for someone who values knowledge for knowledge's sake, continuing education, intellectual growth.

[00:24:30] Suzie Price: And so what would the person be doing on the job who has theoretical as a top driver, they're going to want to understand how and why things work. So the real curious and so if you tell them something, they're going to ask you more questions because they're trying to understand how it works. And so if that role will require that they're going to feel fulfilled and interested, they like opportunities to learn new methods. So give me something new. How can I make it better? They want to become an expert. So give me a certification. Let me go to training. Let me put letters and numbers after my name. Let me apply this new knowledge. So on a race team. On Jeff's race team, this might be the person who's researching. How do we get greater speed? What are the things that people are doing now? How do I work with the engine? Maybe they're the tech expert that understands everything, understands everything to do with the car, understands everything to do with the industry. Some other job examples could be science, anything with science. Research and development. Astronomy. Engineering. Mathematics. Philosophy. The journalism, aerospace, psychology, political science. Talking about I people are really interested in that virtual reality being a professor. So you can see there are all different types of roles, but what's the same element or the common traits, which is this idea of learning.

[00:25:47] Suzie Price: So think about that for the job. Let's look at the next two. There's two more aesthetic. If a job needed somebody who has aesthetic, there's going to be somebody who cares about value and values, balance, creative expression, beauty and nature. So this is where you need and want someone to pay attention to how things look and feel. So it could be anything from the receptionist to the marketing person and everything in between. They have a tendency to be creative, imaginative and innovative. So does the job. Let them do that. They like creating a harmonious environment. So that's why a receptionist, or any kind of role where you're trying to put people at ease and connect with people they like opportunities for self-actualization. If they can get that in the role, I'm going to grow. I'm going to learn and learn about myself and grow myself. And they're good at because they look at the big picture. They don't compartmentalize. They're good at correcting imbalances in the systems because they really want balance and harmony. So it's not just balance and harmony in a, you know, let me meditate kind of way, but they can actually look at things in an organization and figure out where there's an imbalance. So on a race team, you want somebody to pay attention to the look and feel what, the look of the car.

[00:27:04] Suzie Price: You've got all these sponsors and you make sure that their logos are on right, and that the car looks good, website design, social media marketing and so other job examples, of course, not exhaustive graphic design, marketing and advertising event planning. How does it look? How does the room look? Culinary arts an architect? Often they they pay attention to how things look and feel. They have that creative eye, AI that intuition, urban planning. What's the future? How is it going to look and feel? Environmental design, interior design, a photographer, artist, horticulture, landscaping and so that is what you would see rewarded on the job. And then lastly, social altruistic. We put the emphasis on altruistic. But this is the job needs someone who cares about and values opportunities to be of service to others and to contribute to the progress and well-being of society. So this person, what they will be doing on the job, would be having opportunities to serve with others and volunteer. Contribute to the higher good or ideal. Putting others before themselves is what they do because that's just they believe the Good Samaritan across the road to help the person who needs help. And they like championing social causes. So for Jeff's race team, this would be someone who provides support to the rest of the team, could be a coach for the driver, could be a psychologist for the driver, could handle any and all charity events and making sure that everybody is comfortable and needs are met, and they're contributing to the community.

[00:28:35] Suzie Price: All of those things might be things that would happen on a race team, and some job examples could be nonprofit, could be in education, healthcare and social services, medicine, social work, counseling, veterinarian, public policy, a fireman, a police officer, anything that involves coaching. So that's kind of an overview of what the job would need. Check out the Memory Jogger card for hiring at pricelessprofessional.com/motivatorswork for a summary of that, plus some interview questions that you can ask when you're hiring. At the end of the day, you want to think about what is the job going to reward, and then we want to look for that in the candidate. Make sure you know those superior performance attributes for the job, and then start looking for those attributes in the superior performing attributes or talents of your candidate. And as Sherry said, it's not what you need and want. It's what the job needs and wants and who the candidate is. So it's very interesting. It can be easy for people to let their bias get in the way. So I love to learn. And so if I wasn't aware of the bias that I think everybody ought to love to learn, I might think that all my jobs require somebody who loves to learn, and not every job requires it in the way that I like to go about it.

[00:29:51] Suzie Price: So we have to separate what we like and really think about what does the job need. We have processes for that we've talked about endlessly. One of them is using creating a dashboard or a work plan, like what are the priorities for the role and using that to create a dashboard and a benchmark for the superior performance attributes of the job, so that you don't bring bias into your interviewing, thinking that everyone should be like you. Sometimes what motivates you is what's needed on the job. But we need to make sure. And I like that Sherry pointed that out. Make sure that we're not trying to hire ourselves, but specifically, who's going to be rewarded by the work that they need to do every day. So there's two episodes that I'll link to in the show notes. One of them is Episode 20, Setting Performance Expectations the Easy Way. So it goes through how to do this. Why to do this? And then the other is Episode 81 Hiring with TriMetrix. Why and how it works. So you'll see those on our show notes at pricelessprofessional.com/motivatorswork, and you will be able to access those and look at those. So when Sherry was talking, she talked about three things to do when reviewing a candidate's assessment.

[00:31:02] Suzie Price: And you could use this for any employee too, or a new hire one. We've talked about it a little bit. Look at the top two, how they scored. If you actually have an assessment or think about how they answered, look at the six using the memory jogger card and try to figure out from their answers where they landed. Then I want you to look at the intensity. And she talked about that in the assessment, you're able to see that someone's score their one and two along with the population. Or did they score higher than 68% of the population, for example, me in the theoretical piece, I'm way above the rest of the population. It's not good or bad, but it does tell you that I absolutely must have a job that rewards what I'm interested in. So when somebody is very passionate about something, then they really have to have that in the job and the assessment will measure that and it'll tell you this isn't negotiable. Like some people can kind of it's above the mean, it's their number one, but they can actually still do the work because they have the experience and they're a good match in other ways. And then they get what they need outside of work. But ideally you want the match. And if they score passionate or extreme, that's a real point. They need to get that in the job or they will be high turnover and they won't be involved and engaged and enthused.

[00:32:18] Suzie Price: And I want you to use those interview questions and your now knowledge of these six to be looking for this. And then I want to add two additional things. One is I want you to also look at if you've got the assessment, how they scored, if it's their number six. So you have six items and you're ranking them when you're taking the assessment. Whatever you scored is your number six is what you're least interested in. And that becomes a motivator. You don't want to spend time enforcing that or doing that or being that in your work every day. And so that can often be the reason someone's not thriving in a role. They're not motivated. They could do it, but they don't want to. So look at your number six and I'll give you myself as an example. Traditional regulatory is my number six. And I score it like not just a little, not interested a lot, not interested. Meaning it doesn't mean I don't like rules and regulations. But it's not my work in this world, in this life, at this time, the way I've been, you know, raised and what I'm most interested in to be the person that helps everybody else follow and enforce the rules. And in fact, I love people who do that because I'm not very interested in it.

[00:33:21] Suzie Price: And it helps. And I love people that are on my team that do do that, because then they can help me where I don't want to spend time and I can help them because they might not want to do what I'm doing. So that's one thing. And the second thing is look at the blending of the factors. So when you've got someone who's utilitarian return on investment and you've got spokesperson, I want to lead people to return on investment. It starts to help make sense. And so for me theoretical. And then I've got a tie on individualistic and utilitarian. So I want to take knowledge and really learn it, really dig into it. And then I want to share it to get for business. And then I'm willing to be a spokesperson about it. And then I take my number six, which is the regulatory that I just talked about the rules and processes, and I'm going to do it in a really creative way because I don't I don't follow the rules so much. I'm not a rebel, but you get the point in regard to blending. So when you look at yours and you look at candidates, just take the top highlights of what it says they like to do. Or if you're thinking about a job and you pick utilitarian individualistic as your top two, you know, combine those to get the description of what it is you're looking for.

[00:34:29] Suzie Price: So, like Sherry said with the salesperson, utilitarian, individualistic. I need somebody who loves to get a return on investment, loves practical accomplishments, and doesn't mind being the face and visible on the company in the company, and is very driven to kind of create their own destiny. When you put those two together, you start to get a real picture of what that person would look like and who they might be. So I already told you a little bit about mine. I'd love to understand why things and why things work. I love new methods. I love regular results. That's the utilitarian and return on investment. And I love the connections with people and being visible and thriving on change. So just blend it. Look at number one and two, and if there's one and two, or if two and three are tied or one, two and three are close, then use all three. And then look at number six and just look at the intensity of it. We want to figure out how to apply this for ourselves and blend all this together to get the best fit on the job. And so when you think about what I just shared about mine, where I have theoretical, individualistic and utilitarian is my top three. What do you think about would I be a good fit for working in a startup at a nonprofit focused on feeding the poor? Probably not.

[00:35:45] Suzie Price: It doesn't mean I have worked in nonprofit, and it doesn't mean I don't care about that. But you think about, I want to learn and I want to get results, and I want to be visible. They might need somebody who's going to be visible, individualistic and also be social altruistic. So they're willing to be the spokesperson for the company, a start up nonprofit. So getting the visibility and the communication and in the community, making networking with people. And then the altruistic is, yes, I care so much about the mission. It is my job. And what I wish to say back to you, kind of what I said at the last in part one is not everybody's supposed to be Mother Teresa or Albert Einstein or any of the leaders that we have as famous people. So never judge what yours are or what someone else's is. And this doesn't assume that someone does not care about that area. It's just what we're looking at is what they care about to do seven days a week. So what about if you had a full time consulting position for outside sales for a consulting company? Sherry already gave us the answer for that, right? So probably utilitarian, passionate, individualistic. And it's a consulting company so theoretical in the top three would probably be a good thing. So focus on that because it's an outside sale.

[00:36:59] Suzie Price: So utilitarian is 82% of all salespeople have that as their number 1 or 2 being the spokesperson and learning. How about a full time facilitator with clients, creating curriculum, facilitating being a company spokesperson while on site, and to support future sales opportunities that would be probably closest to where I am, the theoretical, where I'm creating curriculum, I'm teaching knowledge. All of that we've already talked about. How about this role? A human resource leader in a regulatory business where the focus is helping leaders and employees follow the rules? I already talked about that a little bit. So if it's in business, it's probably traditional regulatory and utilitarian. So I want to take rules and I want to get a practical result. I'm going to. And if you had theoretical in there too. So I'm going to take rules, get a practical result. And then I'm constantly going to make the rules better because I'm going to learn more about them. So it kind of gives you some ideas there or some real world examples. So Marc Simms is now going to share a little bit about how we would use workplace motivators in leadership and in coaching and helping people be successful after they're already on the job. And Marc is a business strategist and behavioral consultant. He's the CEO and Founder of Right Performance Management. I have also known him for many, many years, at least 20. Let's hear Marc. Share now.

[00:38:22] Marc Simms: Hello everyone. My name is Marc Simms. My company is right performance management. We focus on sales and leadership development and work with family owned and managed businesses around the country. And I've been doing this for about 28 years. Why should leaders measure and consider a person's workplace motivator scores? Well, businesses are tasked to do more with less. We have gig employees. We have high employee turnover. Employees just have a lot of opportunity. Employee retention is a major consideration, and it affects a manager's ability to manage effectively. When there's turnover is really hard to do that. Quite frankly, there's not a line item on the financial statement for a lack of productivity or cost of turnover, but it hits the bottom line and it can hit it. Profitability hard motivators relate back to workplace culture, and when you have a good culture, you have people that are in alignment with their jobs. What three things should leaders look for when reviewing employees workplace motivators? How well do they align with the rewards of the job? Do their motivators match the rewards of the job? People are self-motivated and they do things for their reasons, not ours. And you want to put them in a role where they will be self-motivated. The word accountability is out there a lot. People are always talking about we have to hold people accountable. Well, if people are in the right jobs and they know what their responsibilities are, they're going to be self-motivated to do those things. A company's culture will reflect that level of alignment.

[00:39:48] Marc Simms: If people are in alignment with their jobs, they're doing more without being asked. They're going the extra mile. It makes the jobs of managers, supervisors, and executives just so much easier and so much more rewarding. Thirdly, less turnover, more profit. Passionate people get more done. They go the extra mile, they push profits higher. We're all trying to do more with less in the workplace, and this is how we make it happen. Here's a couple examples of how to make that work. I was working with a company that had a person in sales for about three years. That person was really struggling. We took a look at the behaviors. Behaviors were in alignment with somebody who would be an outside sales, but the motivators were not. When I asked the manager, I said, do you have a spot in training? Because this person would be really good in training. They're not motivated by money, but they're motivated by creating an environment where people learn. And he said, actually, we do. And that was five years ago, and that person is still in that job successfully and doing a great job at training. That was a win win for both of them. The other was an accounting firm that wanted to hire a tax manager. But once again, the profile was more like an outside sales person than it was a tax manager. And after talking to the hiring manager there, I said, you know, this is a person who may not be your most thorough tax person, but this person, based on their motivators, can make rain for you guys.

[00:41:13] Marc Simms: If you bring this person in, put them on a fast track for for partnership business development and they're going to make it happen. That was in 2010. And that person has since been a 40 under 40 winner in our community. This person has been chairman of several organizations and is now in alignment for being the next managing partner of the firm. So workplace motivators do matter. And when you put people in alignment with their with their motivators in the right job, they're more likely to do more with less effort. One other quick story I work with a pest control company. I started working with them in 2016 and they had 15 employees. Pest control, according to Forbes magazine, is the sixth worst job in America to have. Well, this company having 15 employees, their sales were at 1.7 million at the time. We did a job benchmark that put the motivators in alignment with the behaviors we wanted for the job. That company since 2016 has grown to over 60 employees, sales of over $8 million, and currently their turnover is less than 8% a year. In a business that's considered the sixth worst job in America to have, I'd say that's pretty good. But mainly it is because of the alignment of the workplace motivators with the rewards of that particular job. It's not a pleasant job, but these guys do it and they do it well.

[00:42:39] Suzie Price: I really enjoyed the examples that Marc shared. In fact, everything that he shared, I wanted to just point out a few things when he talked about the sales position where they had someone who was struggling and he said they had they looked like a salesperson. So probably during the interview and when the recruiter was talking to this person, this person probably came across as very assertive and easy talks to think expressive. That can look like a sales style. And if you know, risk assessment, that's the dominance and influence above the energy line. So they're outgoing. They can look like a salesperson. But I'm guessing from what Marc said about how this person went on to run the training and development department, and that was very successful in that, in training is that this person had a drive in their about theoretical the love of knowledge and so more successful there because not everybody wants to learn everything about the product or be fully trained on it. When you're in a sales situation, they might need to be trained afterwards. And so we can get confused on that. Sometimes we see someone who appears to have a particular style that you think fits a role, and the disc style is good information, and it is part of some of the superior performance attributes that we look for. But it is not. It is just a small piece of what makes people successful and what's so effective about the motivators. And what Marc was able to point out to this employer is from his assessment, you know, hey, this person loves to learn.

[00:44:08] Suzie Price: Let's try them there. And he was very successful. And then when Marc was talking about the accounting tax manager role, they probably need a traditional regulatory remember that is the rules processes. The you know, always think of the young lady with the big white binder with all the SOPs in there. Traditional, regulatory and theoretical. The person was probably utilitarian and individualistic. And so utilitarian is that let me get results and let me run with it. Let me be the spokesperson. And if they scored passionate on both of those, they really want that. They got a lot of charisma. That's what you also see with the individualistic. And this person ended up being visible being a spokesperson, fast tracking 40 under 40 is now a future partner. So move past the tax manager role. Not because it it's not a great role, but because this person was most motivated by something that is rewarded more in these other roles that they put him in. And so last but not least, the example, an amazing example of how the pest control company grew from 15 employees to 60 employees. What I imagine they did is the benchmark, which are some of the things that I talk about in how, why and how to use try metrics in a dashboard. They created a benchmark to figure out what it is is needed on the job, what needs to be rewarded.

[00:45:26] Suzie Price: And they basically have been able to hire people who are good match to the job. Even though the industry struggles, there are good match to the job and to the culture on the company. And what I find is people who have like drivers that that are in an environment relate to each other, even if they're very different. I can remember the first time I went to a Association of Talent Development session, in that it was a program that's all over the country, and they were here in Atlanta, and everybody in that room was motivated by learning because it was all training and development people, and we were all from different backgrounds, but we all had similarities. And I remember coming home and I've told this story before. Told my husband, I think I found my peeps. That's what happens with motivators. So I imagine in the pest control company there are a couple of things. There was the benchmark and then it was a culture of similar people enjoying each other. And we can have different, different backgrounds, we can have different communication styles, but the interest is something that can bond us, because it is what I like to do. When I share with you that I read a new book and you also love to learn, or you also love to get certifications, you get me and I get you kind of thing. So whatever their motivators were made a big difference in creating that synergy.

[00:46:42] Suzie Price: So we want to make sure you take advantage of the motivator insights for hiring Memory Jogger card. It has the rewards that we've just talked about sample jobs, some specific interview tips, and some tips on what to look for. And almost as though you're, you know, what kind of things would you see? What kind of things would they say in case you don't have an assessment. And so make sure you check that out at pricelessprofessional.com/motivators work. Now let's see how people can use these insights. Once a person is on board I'm going to reference to you podcast episode Onboarding with TriMetrix. Why and how it works. I want you to check that out. And the biggest thing is taking their assessment and using the onboarding process that we have, where we have you ask questions and learn about this individual in the first 90 days, is when they're deciding whether they're going to stay or go. So you use the agenda. And if you have the TriMetrix assessment, that Trimodal tool, you'll be able to see their superior performance talents. You don't have to be an excellent expert in the assessment to be able to see what drives them, what's their one, two and number six and understand that. And when you do that, that'll help you create a greater bond, more quicker bond and understand who they are. We have a talent tracker summary document that we use, and it basically helps you understand what motivates each team member and appreciate their unique contributions that can help the team use that.

[00:48:15] Suzie Price: So we can all make sure that's in the show, notes the talent tracker. And you basically fill it in and we do that for part of the work we do with teams and stuff. But basically you would fill in each person's name and you could see the motivators and there's a cheat sheet on there. It's a real quick, quick look. When you're working with teams, you want to make sure you use the results to align employees with the roles that fit their strengths. And you may find, and I see it all the time, people often aren't a full match of the job with their motivators. And so some of the things that we talk about with that, I mean, some of the reasons they may still be successful is they're doing what most interests them. They're getting the gas in their tank on the weekends. It might be that they have a lot of experience in this, in the role that they're in or in the industry that they're in, so That, you know, motivators isn't measuring experience, and it is not measuring some of their other skills that they have. So oftentimes you will see people who aren't an exact fit for the role that have been there and are still effective and and maybe even high performing employees. But what you can do is you can use something like employees, energizers and exhausters where they get together.

[00:49:27] Suzie Price: They all know what their motivators are, and they they do a little bit of what do you want to do more of, what do you want to delegate? And maybe they're all doing the same role, but there's things. Everybody has different motivators, and once they understand them, they can kind of do a swap, you know, and have a discussion there, you know, energizers and stressors. You could do the same thing. This would call the leaders delegation proclamation. And that's where you would decide. You would look at the talent tracker that summarizes everybody's results, and you would see their top motivators. You think about their role, and then you think about where can we align, how can we could we have Jane do more of the nonprofit stuff that we need. Could we have Suzie do more of the research? Maybe she goes to the conference, you know, make some of those decisions where you do have leeway. And so that's a really, really great way to use this is one we've got the talent tracker. Then we have these kind of, you know, swapping of projects or ideas that the leader does or either the people who are working together do to kind of think about how, what can we do more of, what can we what could each person do less of to be more satisfied? And then the other thing I want to mention about this is conflict. Managing conflict. We use this quite a lot.

[00:50:36] Suzie Price: A lot of times people are having, you know, the three reasons we have conflict is one, we've communicated with each other, but we've communicated in a way that we've missed each other. We've either not hurt each other or we've said it in a way the other person can't hear it. So that is one reason. The other reason we have conflict is personal history. So something I did you've not forgotten. And so that needs to be resolved. And the third is we have different priorities. And that's where the third one is. What ties to the motivators. And so I prioritize knowledge and you prioritize the rules. I'm trying to make things different. And you're saying, no, we need to keep them the same. We can have conflict. And so we have this side by side where you could see Suzie's results on one side and Philip's results on the other side, and we can figure out, oh, here's what we have similar and here's what we have different. And it can really help, help understand just a general even if there's not conflict but a general understanding of the different strings. But if there is conflict, we have a whole process that we do that I can share with you, you know, but basically it's reviewing each person's viewpoint and getting to know, here's my top motivators. This is what I want you to understand and then discuss potential fixes. And it's a very simple conversation. And with understanding, you know, this tool creates the framework for understanding.

[00:51:50] Suzie Price: So we have less judgment and frustration. Oh that's why that's why he does that. My husband's very high utilitarian and I have it too, but not as high as he does. He probably has his extreme, so even when things don't matter that they cost extra. He doesn't like that we've wasted money in some way, you know. So I enjoy it now, I say okay. That's his strength. That's why he's good with money, because he's very focused on it. And so you begin to enjoy it as opposed to labeling it as something negative. And I think that could soothe a lot of things in our world if we could just begin to understand, oh, that's their perspective. So it doesn't happen right away that we we move from judgment. But this framework is a very big part of beginning to understand the differences. You can start to see why somebody's struggling in a job or why someone does something that they does, something that you don't quite understand that you wouldn't do. And you start to understand it. And from understanding it, understanding you get to appreciation and from appreciation you get to valuing. It's a journey, but we can at least get to understanding, get out of judgment into understanding and use that. So, you know, finally, we want to talk about this to transform your culture. You know, if you hire for fit, it means you've got a group of people who are a good match to what they're doing.

[00:53:06] Suzie Price: And so they like what they do. They want to be there. So you want to incorporate these insights into your hiring decisions. It will reduce turnover and increase engagement. You want to help leaders recognize what drives their team members. And you can simply get an assessment at our Workplace Motivators page. If you just want the motivators tool or something else, you can always reach out to me. We have a motivators page where you can purchase it online. MotivatorsPPD.com. But however you do it, even if they just listen to this, you listen to this episode, part one and two and you get the memory jogger card. Start to understand the drivers for people that they're working with, and then you want to celebrate the wins so that people can begin to understand the differences. This is a really a great way to understand and appreciate differences and the different things that people bring to the world. And so as we start to close today, I want to share segment three from our new recurring guest that we've been having. It is Wellbeing 2.0 aligning with your excellence with Douglass White. This is segment three. We have a page that we're creating that will have all of the segments up that he's recording for us around wellbeing, aligning with your excellence. Just to remind you, Douglass is the CEO of Soul Integrated Athletics. He had a long career with the Major League Baseball. He was a four time major league champion and part of two World Series.

[00:54:31] Suzie Price: And today he's talking about again, reminding us that how we feel matters. And I think it's poignant just in life, because we all have these things. We all have these things that these things called feelings. And we need to realize that their guidance and the motivators is a great way to launch what Douglass is doing, because the motivators aren't about ability. It's just, hey, this interests me and interest is about feeling. I get excited when I do this and you and it's nature nurture. We come in with these interests. So what I think what he's talking to you about today is something to appreciate and not ignore. How we feel is guidance and information. And, you know, over 20 years of my having used this tool, I have seen leaders who understand their top motivators and interests, and they gain that insight. And then they notice that how they feel when they're doing their one, two and their number six, what they want to do and what they don't want to do. And once they know that, then they can start to see it in others. So the first step is always self-awareness and understanding for yourself first before we can effectively use them. So that is a little bit of that going from judgment to appreciation. So let's let Douglas give us some inspiration and thoughts around feeling and getting where we want to go and using that as guidance.

[00:55:57] Douglas White: Hello everybody. This is Douglas White and yes I'm back again. Segment number three Emotional Wellbeing 2.0 aligning with your excellence. So we talked about observation. We talked about that ability to have a relationship with our emotions how all emotions are fair game. We want all of them because all of them are information. All of them are guidance. And they're giving us insights to what we want to be doing in our life. Some of the directions we want to be staring in, some of the decisions we want to be making, relationships we want to be partaking in or not partaking in, so on and so forth. But for this segment, we're going to lay more of a foundation, because that's basically what we're trying to do here is we're trying to build a foundation so that you have a process in which to use day in and day out. It's a little goofy sometimes trying to do it in these small segments, but you'll get the gist of it as we keep going. Okay, so first things first. We talked about, well, what is observation for? What is it allowing us to do? Become more emotionally aware? Why do we need to become more emotionally aware? Because we want to have a relationship with our emotions. Why do we want to have a relationship with our emotions? Because it's our guidance. It's information. It's helping us direct our lives, navigate our lives. Okay, cool. So what is basically navigating directing our lives? Well, here's some more of the foundation.

[00:57:30] Douglas White: Your beliefs. The rumor is out there. Quantum physics is your beliefs are creating, shaping your reality whether you believe it or not. So we want to dive into what are my beliefs? What are the beliefs that are serving me or not serving me? And so the quick answer to that is all beliefs are serving you. Why? Because they come with an emotional response, which then lets you know which direction you're headed in. If you're feeling pretty negative in response to one of your beliefs, it's probably not serving you in the way you want it to anymore. It's serving you. In regards to the general deal of man, I don't feel really good when I think this. Okay, cool. What's that? Tell me. Well, that might just tell me. This belief is not serving me anymore. It's not something I want to continue believing. But if a belief feels really good while you're holding on to it, while you're holding space for it, why not continue in that direction? That's letting you know, like, hey man, I am on it. That's that, you know, old hot and cold game when you're kids, right? Getting warmer, getting warmer. The better you feel, the warmer you're getting. And that's an amazing thing. So we want to know what our beliefs are. If they're shaping our reality we want to know what they are. But then we want to know how we actually feel about them.

[00:58:55] Douglas White: Sometimes we're holding on to beliefs just because a parent said so, just because society said so, just because the news said so, so on and so forth. But how is it making you feel? And if your beliefs are not making you feel very good, why are we holding on to them? Because if you look up the definition of a belief, a belief is something you're accepting as real. It's an idea that you accept as real, so you can accept anything you want in your life. This belief can serve you today and tomorrow you can wake up and go, you know what? I accept another belief. Now, it may take a little bit of momentum going with that belief to then see it in your life, see it as a physical manifestation. But you're going to know right away how you feel, whether that belief is serving you or not. So really quick belief, what you're going to do is you're going to write a list of beliefs. Just write a list of ten general beliefs in your life right now. And let's see how it they make you feel. Write one down, feel into it, write another one down, feel into it, and let's see what direction our beliefs are taking us, because it's so important to be aware of what we're thinking. Okay everybody love you so much. Hope this is of service.

[01:00:27] Suzie Price: The Workplace Motivation assessment is a powerful tool for creating more engagement, connection, and purpose in work by understanding what drives you and those around you. You can make every day a wake up, eager day. And it's a journey. It doesn't happen all at once and it's never. I found out today and now I'm going straight up to. Every day is a great day. No, but it's a squiggly line journey that continues for me over the years. Go up and up and up as I use this and apply this and keep coming back to it. You know, as we shared in part one, motivators is how we see the world and make decisions and how we engage with work and life. And it reveals something to us about how we want to spend our time. It is our attitudes, our values, our interests. It's how we see the world, how we make decisions and how we engage with work and life. And so understanding these elements helps us with our own behavior and performance, and helps us coach and lead others with their behavior and their performance. In short, this tool explains our attitude, which is the lens that we see the world, our values, what we think is most important, our interests, what naturally captures our attention, and the motivators are internal forces that push us to take action. It becomes a blueprint for fulfillment and success. So whether it's in personal growth, career choices or leadership, you know, understanding unlocks this potential.

[01:01:56] Suzie Price: So we all have within us our own version of being a high performing race car. I would say we all have this ability to go at a great speed. Doesn't mean we all want to work fast, but to be an elegant, elegant in the world of us being ourselves. So, you know, we have our own version of our 518 horsepower GT3 RS 911 Porsche. You know, with 9000 RPMs and optimal power to weight ratio. We have all of that, our own version of that. So racetrack domination is not possible if there's no gas. And so we need to play this part and we need to help everybody around us. We need to help them see what interests them and pull that out in them. And if you do it, life becomes so much fun. You just see the potential of what they can be, and you can see what they want to be, and you can help guide them there. So I'd love to hear how you're using this information. Reach out to me at suzie@pricelessprofessional.com or on LinkedIn. And let's keep the conversation going. Thanks for joining us on the Wake Up Eager Workforce podcast. Subscribe here. Like and continue to follow us and stay focused on what energizes you. And we'll be back in our next episode. Can't wait to see you again. So glad to have you here today. Take care.

[01:03:21] 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.