Chief executives must get the best out of their staff—whatever their mentality. This webpage does not aim to be comprehensive, but to provide a guide for thinking, so sensible adjustments can be made to suit a specific organization.
assuming money is purely a hygiene matter—the rate for the job.
It's nonsense to assume … that everyone in the organization is alike. The promotion and use of one set of incentives (or controls) for all is a recipe for mediocrity. This Framework suggests a more targeted way to harness the energies of staff members by recognizing and working with the grain of their preferences.
Financial rewards are particularly important for Market-centred staff.
Risk: Lack of loyalty—the employee may join a competitor or set up a competing business.
Ensure contracts include non-compete and confidentiality clauses
Set clear rules about moonlighting or leaving to compete.
The ambition and drive to dominate and control is a useful but ancillary quality in a manager. A likelihood of bullying, irrationality, risk-taking and borderline dishonesty exists and this could be dangerous to the firm.
Risk: Creation of a sphere of near-absolute control—the employee may develop a fortified mini-empire within the organization.
Set specific tasks and independently monitor results
Determine policies for whistle-blowing and staff protection
Rotate through other appropriate posts
Set well-defined and properly communicated rules and procedures
Affirm values and make an example of transgressors as a warning.
Professionals dedicated to their discipline rather than to management are the most common Cause-centred staff. The challenge is to ensure they channel their energies in support of the business, at best seeing the business as an extension of their cause.
Risk: Splintering the organization—factional conflict, turf wars, and energy diverted to the promotion and defence of a profession can obstruct progress or even tear the organization apart.
Set parameters and boundaries for inquiry, time, and outputs
Provide communication support, ensuring reports are readable.
Such people are difficult to accommodate in any organization. They should either be restricted to advisory responsibilities or otherwise placed in a relatively isolated position where they are unlikely to destabilize or frighten others.
Risk: Telling the truth—leading to a disturbing awareness that essential values and goals are being violated for pragmatic, personal or corrupt reasons.
Private sector: Business attracts Market-centred people. But because money is a necessity, and the private sector is (or should be) the largest employer, it attracts all other types as well.
Public sector: Services politically controlled and publicly funded attract Power-centred people. Cause-centred and Community-centred people may be well represented too; the former are attracted by working on something meaningful, and the latter are attracted by working on communal improvements. Perspective-centred individuals are required in the upper reaches of a civil service.
Voluntary sector: Charitable organizations attract Cause-centred &/or Community-centred people, depending whether the body promotes a particular dogma or provides a social service. Some organizations have both qualities.
The first major application is career-development. It should be suitable and helpful for you, wherever you may happen to be in your career at present. There is no best order for the other intellectual technologies: review the list and choose an order that works for you.