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In his book "Drive: The Surprising Truth About What Motivates Us," New York Times best-selling author Daniel Pink describes three core drivers of human performance: autonomy, mastery and purpose.
Autonomy is the freedom to determine how one goes about negotiating tasks, time, techniques and team. Mastery is the intrinsic energy and joy that comes from getting better at something, from pushing oneself to a personal best. Purpose is working in the service of a greater objective, something bigger than oneself.
Each of these is necessary, but not alone sufficient, to drive maximum performance. And these drivers look different for different personality types. How might a supervisor support these three drivers for different personalities? Let's take a look through the lens of six personality types described in Taibi Kahler's Process Communication Model, one of the most comprehensive and practical models of personality and communication. Although each of us has all six types within us, one is primary and predicts many aspects of how we negotiate through life.
Imagine an astronaut on a space walk. She is in her space suit, floating in the amazing, wonderful vastness of space, connected to the spacecraft only by the umbilical tether cord. It provides oxygen, communication, connection and grounding. It is the only thing that keeps the astronaut from drifting into nothingness.
For the Dreamer personality type, who makes up 10 percent of the North American population, this is bliss. Autonomy means having solitude at a safe distance to reflect, imagine and wonder, while being confident in the connection to others who will provide the direction necessary to activate their imagination and keep them grounded.
Mastery comes when the Dreamer recognizes and internalizes the ability to give self-direction. Purpose comes in more mystical ways for the Dreamer, perhaps as they contemplate their part in the larger fabric of the universe. It also comes in concrete ways when they are invited into action by others who provide specific directions.
The Funster type makes up 20 percent of the North American population and prefers a laissez-faire leadership style. As a leader, be clear about what you want, then let them find their own way of getting there. Autonomy can only be realized for Funsters when others avoid the urge to direct them, over-explain, over-support or check up on them. Mastery and purpose come only when they are able to take responsibility for their actions and emotions.
As leaders, we allow Funsters to figure it out on their own, keep it lively and upbeat, avoid rescuing or attacking them and non-judgmentally follow through on consequences. They are able to experience the joy and pain of their choices and gain confidence in their ability to take ownership for their behaviors. Simply knowing they are part of something bigger is not sufficient to motivate the Funster. Having confidence in their ability to face the responsibility that goes with that purpose is the ultimate victory.
Autonomy is easy for the Doer personality type, which makes up 5 percent of the population. They prize self-sufficiency. They want nothing more than to take charge. They might be challenged by mastery since it often requires persistence and delayed gratification. Doers prefer immediate rewards. The good news is that they also like to be the best, so when motivated by a competitive challenge, Doers are capable of working very hard to eclipse their personal best, and will surprise others with their resourcefulness.
Purpose is perhaps the most difficult for Doers. The Doer personality type tends to take care of self first when under stress. Appealing to bigger things or the greater good is ineffective. However, when they are able to leverage their charm and adaptability for the good of the whole and can be a star in the process, Doers are excellent team players.
The Believer type, making up 10 percent of the population, prefers to work alone or with one or two others and has strong opinions about the way things should be done. Allowing them to express their opinions, respecting their beliefs and trusting their judgment are effective ways to encourage autonomy. Mastery comes easy for Believers since they are naturally conscientious, dedicated and observant. They live by the motto "If a job is worth doing, it's worth doing well." Purpose might be their most significant driver since they live for the greater good.
The Thinker type makes up 25 percent of the population. They are natural problem-solvers and strive to achieve efficiency and order in their work. They prefer to work alone or with one or two others and prefer a democratic style of leadership that values their input of ideas.
Leaders who ask Thinkers for input and suggestions are supporting autonomy. Being clear about goals and outcomes, and allowing them to work on their own solution, is the most effective way to motivate Thinkers.
Mastery is a natural fit for Thinkers. The challenge of finding a more efficient, effective or orderly solution is intrinsically motivating. Thinkers find purpose in seeing how their contribution fits into the scheme of things. Clarify how their work and ideas are an integral part of the system that propels your family, organization or group to achieve it's goals.
Feeler personality types, making up 30 percent of the population, enjoy collaborative work. For them, autonomy is possible when they feel accepted for who they are as a person and experience a safe emotional space to try new things and take initiative in groups. In distress, Feelers will avoid decisions for fear of not pleasing others. A Feeler's autonomy is stifled when leaders don't attend to the emotional safety of the group. Mastery follows naturally when Feelers feel safe to take a chance, push themselves and risk failure within a supportive community. Purpose is tied to relationships for Feelers. Their purpose is to help others.
Everybody can perform. Everybody can contribute. How each person goes about it is influenced by their personality.
