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Episode 92 Transcript

Suzie Price: [00:00:00]

Hi there. Today we're talking about Six Hidden Culture and Gender Neutral Motivation Dimensions. These Motivation Dimensions reveal our top interests and drivers, and they are so powerful because when we get to do these things, we will have more energy. We have a full tank of gas, we have high commitment and engagement, and it's like we've given employees the keys to the Ferrari with a full tank of gas. These dimensions about motivation are very practical. They provide a common language for understanding and discussing differences, and they help us benefit and understand the value of different opinions. People who have different priorities, different interests, which helps us understand the value of every relationship. So it helps us in our organization. It helps us in our team. It helps us personally, it helps us intrinsically, It helps us extrinsically. It helps us systemically. It really is a powerful bit of science and information and I'm very excited to share this with you. We also have a special giveaway with this episode and so stay tuned for that. It'll be given to the first 50 people who request it and it has a value of $350 and it relates to the Workplace Motivators. So we're talking about something that really matters. Everybody should be able to know what puts gas in their tank and for you to know that for yourself, you then can help others know it. It's super, super powerful. Made a big difference in my life and I'm eager to share it with you. Michael, hit it.

Intro: [00:01:41]

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.

Suzie Price: [00:02:13]

Hi there. I'm Suzie and you're listening to the Wake Up Eager Workforce Podcast. We cover everything related to helping you and your employees and your organizations build a high commitment, low drama, Wake Up Eager Workforce, and we talk about it at work and we talk about it personally because we bring ourselves to our work and the way we can have a high commitment, low drama, Wake Up Eager Workforce is to help our workforce and help us individually in our lives. We want to help you make good decisions about your people, good decisions about yourself, good decisions on how you motivate others, how you place people in jobs, how you coach them and how you serve them. And we provide all kinds of processes, tools and resources to help you do that. And our whole focus is to help increase involvement, enthusiasm and engagement in the work and the workplace and in our lives. That's why we call it Wake Up Eager. We want every day to be a day where I'm sad the sun went down and I'm excited that the sun came up because I'm in the right place at the right time, doing the right things with the right people. That's certainly a journey. But everything we're about here is wake up eager workforce and wake up eager life. We want to help you bring great connection and great engagement. So today's episode is episode number 92, and it is about building a workplace full of motivation and energy.

Suzie Price: [00:03:40]

And you can find our directory for everything at I'm going to talk about how you can win a free assessment by leaving us a review and I'll talk about that here in a minute but you can go to to get that. The official title for today's talk is Workplace Motivators: Drive Like You Have the Keys to a Ferrari with a Full Tank of Gas. Yes we are going to cover what I mentioned at the opening which is Six Hidden Culture and Gender Neutral Motivation Dimensions. We're going to use those dimensions and this information to rev up your understanding of motivation, energy and commitment. We're going to use it to accelerate your ability to connect with people who have different views and different interests. We're going to use it to highlight the people you work with and the people around you highlight their innate strengths. It's a way to empower them and help them feel on purpose and eager. And I'm going to show you how to use these dimensions of motivation in hiring, onboarding, team building, and in managing conflict in this episode today. So the show notes are at How you spell that is f-e-r-r-a-r-i. It's all lowercase So I mentioned that we have a giveaway and it is for a Workplace Motivators Assessment. And so that assessment is a robust tool. The way we define a robust tool for measuring our top interests and drivers.

Suzie Price: [00:05:09]

And so you can take that assessment. I'll give you a complimentary link. And what I'm asking for to receive this $350 value is to leave us a review and we're going to give away 50 of these. So if you give us a review, you can go to to see how to do that if you're not familiar. And then after you do the review, send me a note and say, hey, I left you a review, I will send you a link to the complimentary assessment. It will tell you what your top interests and drivers are. You could share it with someone. We'd ask everybody to complete just one. It's a 25 page report and it takes you about ten minutes to complete it. Once you get the link and you go online to complete it, you'll get it immediately. So you won't have to wait or have any kind of conversation with me. You just get it right away. And then we have a whole program lined up. It's our Signature Motivators Program and you can go watch a debrief video. And then there's all kinds of self-paced resources that explain your Motivators and give you interview questions and show you how to work it and use it in your team and just all kinds of information there. So you can check out the link that gives all the details in case you're someone who's listening and say, Well, shoot, I already have my Workplace Motivators Assessment.

Suzie Price: [00:06:26]

Well, you can go use the resources that we newly created at So check that out again. Leave us a review, let me know and you will get a complimentary assessment up to 50. Okay. So when people take the assessment, things that I hear people say are, “Wow, that makes a lot of sense.” “I always knew this about myself.” “Now I know what to do on the weekends to put my gas back in my tank.” “Now I understand why I do what I do.” “Now I understand why Jane and I do not get along.” “Now I know what I need to do to understand my strengths and use those, and then also figure out how I cover any potential gaps or growth opportunities.” It's quite a “revealer”. And it's so interesting. I have in my 20 years, this is Priceless Professionals 20th year, we have completed 25,000 assessments and I've not reviewed all of those, but I've been a part of all of those assessments. And when I am involved and I'm coaching someone, I ask them to tell me a little bit about how they got from where they are to where they are today. And when they're telling their story, I can see evidence of their top Motivators throughout all the decisions that they make. And once they understand the Motivators and you're going to be the same way when you go through at the end of this program, have a better understanding of what Motivators are.

Suzie Price: [00:07:51]

You're going to understand why you've made the decisions that you've made, because it is the filter through which we make decisions. So I just wanted you to hear what other people say about the assessment, what the benefit they get, and then just remind you that, That stands for Priceless Professional Development. It's all lowercase Is where the resource page is. If you're curious and I have a sample Workplace Motivators Assessment there if you want to see it. Okay, so let's talk about why think about something like these Motivation Dimensions, why does this matter? And we're going to start right with the state of motivation and engagement today.

Suzie Price: [00:08:29]

Here's my summary of it. It's a mess. Gallup Organization. This is their research that I'm getting ready to share, but my sophisticated summary is motivation and engagement is a mess and it has been for a really long time. And there are pockets of it where it's going well and there's organizations and leaders who are doing really well with this, but it is a challenge. So what is engagement? It is involvement and enthusiasm in the work and the workplace. So we're measuring. I'm glad to be here. I'm showing up and I'm giving my best self. And this is the 2022 research from the Gallup Organization. And the Gallup organization is a global analytic and advice firm, and they've been doing these studies.

Suzie Price: [00:09:10]

I've been reading them since, gosh, probably 2000. So I know I don't know how many years they've been doing it, but they do massive studies. They do a meta analysis where you take results from many bits of research to come up with their data. And so let's just tell you what they talked about with engagement. Where is involvement and enthusiasm? And I must say, as I kicked off, I didn't tell you that we have all the slides at and we have a video there too. So if you're listening to this on audio and you want to come see these slides and see the video, you can do that at So here is the Gallup research. They're talking about engagement. We have 31% engagement, 52% non engaged and 17% actively disengaged. So the engagement number might be a surprise to you that it's 31%, but it's up a little bit, which is new news. But being actively disengaged is very interesting. 17%. That means that everybody's who's engaged, who's involved, enthusiastic, they're just not just checking out a little bit. They're actively working to undermine the efforts of the people who are engaged. So we've probably all seen evidence of that. And it's just interesting that they were able to capture that in this study. The next thing that the summary of what they put together is 59% of the people they talk to, millions of people in organizations all over the world, 59% are quiet-quitting.

Suzie Price: [00:10:38]

So that means they are just checking out a little bit. They're kind of not engaged. They're not volunteering for extra time. They're not willing to volunteer for projects. They might have a little bit more absenteeism, use a personal day on a Friday. They're there, but they're not involved and enthusiastic.

Suzie Price: [00:10:57]

And then you have the loud quitting, which is a lot like the actively disengaged and they're just not disengaged or quietly quitting. Like I'm not happy. They're resentful that they're not happy and they are loud because they are telling people about it inside the organization and outside the organization. And then the last bit of highlight that I want to share from their research last year is that 51% of the people on average in organizations are looking for a new job. 51% are actively looking for another role.

Suzie Price: [00:11:31]

So what do we do about this? Well, that's what a lot of what we're going to talk about today is I'm going to tie the Motivation Assessment to helping you turn some of that around. You know, what we see is that people are liking and Gallup talks about this. They like the remote and hybrid option. So they have a little bit more engagement because of that. But they also have higher stress because now they're not getting that sense of belonging.

Suzie Price: [00:11:55]

They're not getting that sense of connection. So they're away. And then it's, , I'm at home and while it is less stressful, I'm not on the road. Their lack of involvement is causing some additional stress. So one of the things that they recommend and we recommend as well is have meaningful conversations. With your employees, and their suggestion is specifically a weekly 1:1 feedback meeting. And the feedback meeting is more how I would recommend it is short 15 to 30 minutes. It's the, “How's it going? How are you doing? What are you working on? How are things with you personally? Let me tell you something great that you did. How can we collaborate? How can I help?” And if you make those every week, then they will save up information to share with you and you will create this connection. And they say it starts with meaningful conversation. It does. And it's very reminiscent of years ago. And maybe they still talk about it today, but it used to be managed by walking around. Walk around, connect with people and do that on a regular basis, and the topic of connection is a hot one. It's hot because people need connection. If you read these numbers, Gallup's been talking about this for ages, but it's Connectable. Let's connect. Let's engage.

Suzie Price: [00:13:15]

Gallup has revealed that people are more active and engaged when they know that someone cares about them when someone's asking about them. So that's why having the weekly meetings that are more about the employee and what we call "how's it going meetings", having that on a regular basis is super, super powerful. We did an episode where a HR professional or a leader who's a non HR professional but a leader in an organization talks about that. So I will make sure that is in the show notes. It's a good episode about how it's going, meaning you can look at the notes, but the book Connectable is on the Wall Street Journal's bestseller list, and I interviewed one of the authors, Ryan Jenkins, recently. So there's a link to that in the show notes as well to go watch that or view the transcript. But he says some interesting research shows that 15 million employees were interviewed recently.

Suzie Price: [00:14:07]

This book was just released in 2022. So it's recent data. 15 million employees were interviewed. And one of the things that was revealed is that they are lonely most of the time, almost all the time. So the percentage that they had was 82%. So people aren't going to tell you that you're not going to know that the person who seems engaged but isn't fully engaged. You know, it's doing decent work, but not like your high performer. You're not going to know that they're feeling disengaged or they're feeling they're thinking they're quiet, quitting, or maybe they're actively listening.

Suzie Price: [00:14:37]

And on top of that, they might be feeling lonely because when people feel lonely, when they feel disconnected, the opposite of connected, connectable, they turn inward. And when we turn inward, we just kind of start to feel a little threatened. We might begin to distrust people or mistrust what's going on with people. And so we are talking about engagement and involvement and enthusiasm and so understanding that so many people are feeling lonely. Everything that you can do to meet with people, to show that you care, to help them use their strengths, to encourage their development, to know that they have a colleague that's looking out for them, a leader that's looking out for them. You're talking to them about their progress. All of that is the personal side of building engagement, that involvement, enthusiasm. And Gallup has done this for years. They've been talking about it since I first found them 20 plus years ago, is that organizations that have higher engagement. So instead of the average engaged at 31%, maybe they have a higher percentage of 72%. Those organizations have a record. And this was what was so phenomenal about Gallup is that these organizations have higher engagement, have higher productivity, higher customer retention, higher customer growth and better employee retention and significantly reduce stress on the job. So keep these facts in mind. Think about the practicality of meeting with people and the impact that that can have.

Suzie Price: [00:16:07]

And then check out Connectable. Check out the episode that I did with him. He has some really simple when you read the suggestions that they make about how to connect more with people and Ryan is a great speaker about this because it's not his natural bent to spend a lot of time connecting with people. And he talks about that. It's not his natural way and he's realized how much value it adds to life and to how he shows up in the world for himself and his work and his family and his clients. And so anyway, that's a really good episode and he's a great representative of that. And you might want to check out the book because there's simple things that you can do, but that is the basis of why we're talking about what we're talking about today.

Suzie Price: [00:16:48]

When we have turnover, it is very expensive. The cost of turnover is one and a half to eight times the base salary. If you have one team that loses two people and the base salary is 50,000, if we just use the lowest calculation of one and a half, you've got a $150,000 cost of turnover. It is super expensive and that is not only the hiring costs, but that is the productivity cost. Everybody's productivity gets hit from the leader to the teammates to the new person coming in. I mean, you lose productivity that way and then the loss of maybe customers depending on their impact in the organization.

Suzie Price: [00:17:30]

That's why it's a one and a half to eight times average salary. And that's from that data from the book, TopGrading: Third Edition by Bradford Smart. So it's expensive when people turn over. That's another practical reason to think about connecting.

Suzie Price: [00:17:44]

And now I've got a picture. If you're not watching the video, I've got a picture of a champion standing on the race car. He's in his race suit and he's standing on the race car with his arms up like I'm a champion. So when you hire, you hired a champion, no hiring manager ever hired someone and said, oh, I think I didn't. I hired somebody. That's not going to work out. We always hire somebody and we're excited about it. We think, Oh, my goodness, I think this person's a champion. Maybe we don't use those words, but we think they're going to be a fit and they're going to work out and it's going to be a great thing. And you're so happy to fill the position and they're so happy to have the job. And it's this wonderful honeymoon time of I've got a new job. I'm so excited. Nobody says I'm going to go in and fail, that I'm going to go in and be the actively disengaged or the loud quitting person. We hired a champion, what are the reasons that they didn't work out? Sometimes when people show up, they show up and stay a champion.

Suzie Price: [00:18:40]

I get it done no matter what. And sometimes other ways that people can devolve into the personality profile that they could take on instead of the champion profile is I look good, but I don't work. Or it might be that I mean to do good, but I'm unreliable and inconsistent. And if you watch the video, we've got some really cute pictures that display all good people but who remain involved and enthusiastic around the work and so how do we make sure we keep people a champion? What happens? What determines long term work ethic and job ethic? One is fit for the job. You can have a great person that feels like a champion and then somehow they end up in a culture that isn't a fit? It's totally different from where they are or the job requires different expertise than what they have, or they're not motivated, which is what we're talking about today. The job requires them to handle rules and processes all day, every day. And they're not motivated by that. They're more of a “let me create new things and new processes” type of person. I don't want to do all the traditional stuff. And so those are the types of things that if they're not a fit for the job, then it could be a challenge to have them stay a champion so that five areas of fit we cover in numerous episodes.

Suzie Price: [00:19:55]

If you look at the hiring episodes within our directory at, you can learn more about that. But something within your control is to really hire for fit. And there's five areas that we talk about. The other thing that we're talking about and I just showed you with the Gallup information and the Connectable is people stay engaged because of their relationships and their connection with the leader and with the company. And so Gallup is one pointing this out for ages, which is do they feel like the company cares about them and do they care about the company? And so that's why we want to have those regular meetings. We want to make sure that people know that we care, that they're using their strengths on the job every day. That's something that Gallup talks about that's kind of tied with the fit. So when they come on to the job, do you see them? Do you know them? And then you're talking about using their strengths and then opportunities for development. Interesting study. And this is from the Harvard organization. They did an 80 year study of 2000 people and they determined that the most significant need they're trying to figure out is health and longevity and what is the most significant need?

Suzie Price: [00:21:03]

And they determined that it was quality, connection and sense of belonging. So the people that live the longest in this long term hard endpoint study, which is we followed them until they passed away and it's a large group of people, those are the studies that have the most credence. And they said the most significant need is quality of connection and a sense of belonging. So no wonder Gallup's been talking about this for so long. People need to feel like they belong. And these two things, the fit for the job and feeling like they have a relationship with you and with the company are the things that you can control in this crazy big world of engagement and involvement and people we're so complex. Those are things you as a leader can do with your team or with your employees. The thing that's not in your control. I said there were three things we got. One is fit and two is the relationship and connection with the leader in the company. The third thing is just habits that they formed over the years. So they might have a habit, maybe they have the capability, maybe they're a great fit and maybe you have done everything you can to create that relationship. And sometimes they're just not going to work out. They're going to bring a low job. Job ethic and it's because of old habits. They have a habit of being distracted.

Suzie Price: [00:22:16]

They have a habit of maybe a low sense of self. So they're not very resilient and so they don't recover very well. And maybe it's a high stress job or maybe they have a low discipline. We can measure some of that in the five areas of fit, and also we can measure if they're open to growth and learning or not in the TriMetrix Assessment. But at the end of the day there's always a risk and the assessment is only less than 30% of the whole equation because we have a complex situation when we're hiring. But you do have two things that are in your control, which is the relationship building and the job fit. So those are the reasons what we're doing here is we want to reduce the risk of turnover and low engagement because there is always a risk. We want to show, create connection, create a sense of belonging, show that we care. And I'll use these terms quite a lot. You've already heard them a couple of times. Show that you care, show that the company cares about your strengths, use their strengths on the job every day and encourage their development. Those are some of the key engagement principles. So what we want to do is we want to give them the keys to the Ferrari with a full tank of gas. And so we're going to now go into the Six Motivation Dimensions. And so what I'm going to do is I'm going to share a scenario with you and I'm going to have you react to the scenario.

Suzie Price: [00:23:33]

And what I want you to do is pay attention to what you think your first actions would be. Don't judge it. Don't say, Oh, I probably shouldn't have said that. And if we were together, I would have you share your answer with someone. But if you're driving or you're watching this in your office, just make a note. Write real fast. What's the first thing you think? Okay? So don't judge your first reaction or action. Okay.

Suzie Price: [00:23:53]

Here is the situation. I regret to inform you that your 107 year old cousin, who is a distant cousin, and you met them when you were five years old has passed away, and you are his only living relative. And we're very sad to bring this to you. But you just inherited a $5 million car collection. So very, very exciting in that way. Sad. And I know that you're going to grieve the loss of your cousin and now you're thinking, okay, what am I going to do after you've grieved and kind of acknowledged that a family member is no longer with us, what are your first thoughts about this car collection? What are you going to do with it? Okay, so what I want you to do now is capture what you're going to do with this beautiful car collection. What's your first reaction and and share it with somebody if you're listening to this with anybody else.

Suzie Price: [00:24:48]

And now let's go through the Six Motivation Dimensions and what are motivation dimensions? They reveal what we're most interested in. It's how we want to spend our time. It's the filter through which we see the world. This is what we think is most important. All right. So if you said that the first one, there's six listed on the page here and I'll read them out. The Theoretical has a drive for knowledge, learning and understanding. If you have High Theoretical as one of your top Motivators, then you might have said, Oh my gosh, I need to go research what it's like to own a car collection. And then I'm going to need to learn about all these cars and I'm going to need to talk to other car experts. So your first thought is research and understanding what to do with the collection. Utilitarian is the second Motivator we're talking about, and that's a drive for return on investment. If that's your top Motivator, your first action might be okay. So I'm going to tally up the value of all of these. I'm going to do some research on which ones are most valuable and are going to gain in value and then which ones aren't. I'll sell the ones that aren't going to gain in value, and I'll just make sure I get a good return on those and then I'll hang on to the high end ones that are going to grow.

Suzie Price: [00:26:00]

So that's how I'll get the best return on investment. A third Motivator is Aesthetic. This is a drive for balance, harmony and form. And so this is the first instinct is, Oh wow, I can't wait to see them. I bet they're beautiful. I'm going to get them photographed and I'll probably hop in one with the top down and go down the coast and and just enjoy the beautiful scenery and just smell the breeze and just enjoy the experience of driving a fast car, a beautiful car. The Social Altruistic is the fourth driver that we're talking about. This is a drive to help others to remove pain and suffering. A Social Altruistic first thought is, Oh, okay, I'm going to sell the collection and I will figure out how I'm going to donate it too. But I'll probably give it to my nonprofit that I work with on the weekends. And then my family, a couple family members are struggling, so I'll give them some funds. And then my neighbor is really having a hard time, so I'll probably do that. I might even set up a nonprofit with some of the funds. So we'll see. But all about service. The fifth Motivator. I told you, there are six. They're hidden. They're not immediately visible to us. They are gender and culture neutral. The fifth one is Individualistic Political.

Suzie Price: [00:27:12]

And that's a drive to stand out as independent and unique. So this person might have thought, Oh, I'm going to get photographed in some of those high end car magazines with the famous cars that are in that collection. And then I might join a car like I've heard that there's race car clubs like they have these country clubs for race car drivers. I would love that. And maybe I'll become a hobby race car driver. We'll see. We'll see what's in the collection. But that's what I would do. And then the sixth one, the Traditional Regulatory is a drive to establish order, routine and structure. And so what this person is going to say is, oh, I need to figure out what the standard operating procedures are for owning a car collection. I'm going to call my insurance agent. I'm going to call my tax person. I need to know the implications of all of this. I just need to know what is the process and what are the procedures. I'm going to get all that in order. So you can see I just slightly acted out the Six Motivators. You can get an idea which out of those were you drawn to which you said oh yeah, that feels like me or nope, that doesn't feel like me. We're going to go into a little bit more of the motivators, but let me tell you a little bit about what they are, they're the why we do what we do.

Suzie Price: [00:28:24]

I've kind of mentioned all of this. They drive our choices if we can use our Motivators. So if you're High Utilitarian and you get to use it six days a week on the job, five days a week, it creates natural engagement. What's engagement? That involvement and enthusiasm in the work, right? So if I get to do that, I feel more fulfilled because it's my natural strength, it's what I'm interested in. It's automatically important to us. That's why I can ask you the car collection inheritance question, and there's a possibility that what you thought might be a match because that's how we naturally think it's our filter. It also can be how we judge people. So we think this is so important. If other people don't think it is as important and they are doing their top driver or Motivator, we can feel a little judgment around it and it really helps teams to understand the six and understand their teammates because it reduces judgment. It can move to some understanding and some appreciation and value for the different priorities, but it gives you a common language to do that. So it can help us understand why we get aggravated with people and then it becomes like your arena of people that you enjoy the most. And what I say, it's your peeps. And so one example for me is early 2000, I went to an Association of Talent Development meeting here in Atlanta, and I came home and I can remember I used those exact words.

Suzie Price: [00:29:49]

"I found my peeps." I told my husband, I found my peeps. I met all these people that were very different, but they were all interested in training and development and they had High Theoretical. Now that I know this language, they had High Theoretical in their in their makeup because we were all we were all living life differently. But we were on the same page. And I'll give you another example: my husband is a car guy. He's a hobby enthusiast. And we're part of a country club here in Atlanta called the Atlanta Motorsports Park. It's up in North Georgia and AMP for short. And I was at an event recently. It's called Drive Passions and everybody brings their cars and you drive and then they have races and anyway it's a whole thing. And everybody there, I was laughing to myself, everybody there is High Individualistic. I mean and you can see it. They're all independent and unique and pretty much most of the racers have that. So that's your peeps. And sometimes when you're in an environment with really nice people and say they are all Utilitarian and you're Social Altruistic, you can feel like, okay, I'm not really into the return on investment. I'm not wanting to have those kinds of conversations.

Suzie Price: [00:30:59]

I want to have altruistic kinds of conversations. So there you can see where the rub is. And when you have this language, you can begin to understand where the differences are and not that they're wrong, and you're right because in the world of Workplace Motivators, all six have value.

Suzie Price: [00:31:15]

A little bit about the history. Okay. Where did this come from? Edward Spranger in 1928 wrote a book. He called it Types of Men, and it's about attitudes. And he has these attitudes that he talks about these Six Motivators, we call them Motivators. Now, he was a German psychologist, and the biggest thing that he was about was he wanted to find a better way to account for the complex expression of the human soul. So he knew that there was more to us. He was a psychologist and he was working with people. He knew there was more to us than these four dimensions, and at the time that was what they used. It was something that was similar to DISC, where they describe people in four different ways and say, That's who you are. He said, No, no, no, we're more complex than that. There's more. That's why I love how he said it. Complex expression of the human soul. This is what Motivators are. They express what we care about which comes from within us and when you talk to people based upon their Motivators and what they're most interested in, you notice a difference.

Suzie Price: [00:32:13]

So anyway, back to the history. Edward Spranger started this, and came up with these dimensions. A psychologist, Gordon Allport, created a survey or an assessment which was the precursor to our Workplace Motivators Assessment. And then the company that I'm partnered with, TTI Success Insights, created the Workplace Motivators Assessment, and they validated it. And they did that in 1998 and it's EEOC and OSCCP compliant. And then I have been working with these tools since 2006 and I'm one of the top partners there in that organization. So that's a little bit about the history and what you do.

Suzie Price: [00:32:49]

I'm going to go back through the Six Motivators now and give you more detail, and this is where you're going to want to go to to see these slides. If you want to see if you go to your Motivator, I'll share all the details that I'm going to share on each of the Motivators or come watch the video at I'm going to go through each of the Motivators and what I want you to do when you're listening to it, if you've taken your assessment, go get it. Go get your Motivators and look for your one and two. Those are what you're most interested in and your number six is what you're least interested in. And so those three, one and two and your six and, and the intensity with which you scored. And there's another graph in there that shows you that. And you'll see that in the debrief video.

Suzie Price: [00:33:34]

How strong did you score it? Was it stronger than the rest of the population or was it within the population scores? But basically you're going to look for your one, two and six and there's no good or bad. As I already said, there's no right or wrong in this world. There's not one better than the other. It's a matter of how you use it, how you use your strengths, and then how you cover any potential over-dos. It's not about ability. This is about interest. We're not measuring whether you have the skills to be a sales person yet, but you do if you're a Utilitarian. 82% of all top Utilitarian want to be salespeople, or are good at being a sales person because it's a return on investment. And so not everybody is a sales person. They might be an executive or anything that requires return on investment, but there's nothing that doesn't mean that they have the experience to do that. It just means I'm interested in that. I lean into these kinds of things and when my job matches it and I get the experience around it, then we have the motivation. Our Motivators will reorder. Usually it's nature/nurture. We came in with these interests. We came in as naturally focused on being helpful or naturally focused on being practical or naturally focused on the traditions and the rules and our nurture and nature. Life will teach us that as well.

Suzie Price: [00:34:49]

The people around us will either mimic our environment, we'll learn from the people that are with us, or we'll say, okay, I'm going to do the opposite of that. It can tell us what stresses us out and what we may overdo, which you're going to see in the slides here. And you can manage now, you can better manage your stress and you can better understand, oops, I know now why I've lost people because I've overdone this thing. So that's what we're going to go through right now.

Suzie Price: [00:35:16]

What I want you to do is listen to each. I'm going to talk a little bit about each Motivator in a little bit more detail, and I want you to think about what you are drawn to and which repel you. Then what are you most drawn to when you hear the famous people and just think about it? Is there one that you’re like, okay, yeah, I think that's me? You might not even need to take an assessment. So let's just look at the different ones. We've got Theoretical. Remember, that's the “I love knowledge”. What they most want is to understand why and how things work. They want to apply it. They want opportunities to learn. They want to be an expert. And so what is the stressor? What's the dis-satisfier? Well, if I can't do any of that, I'm going to be dissatisfied. I need to know about something.

Suzie Price: [00:35:58]

Don't just throw me in there without giving me time to research. So if you're managing someone with High Theoretical, they're going to want to become an expert. They're going to want to be certified. They're going to want to know what to do. And in the inheritance, it was I'm going to learn more about cars. If I got that inheritance, what we could over do is we get so into learning and knowledge. It could be like the Absent-minded professor and practical matters can be ignored. And sometimes they're ignored on purpose and sometimes they're ignored because we're not aware. And on purpose might be I'm just having fun with research. I'll deal with that later. And other people might not understand that just like with all the over-dos, it depends on the intensity of how you scored it. But you can actually miss practical matters because you get so caught up in so you can kind of put failsafes in place so that doesn't happen.

Suzie Price: [00:36:44]

So what's paid and volunteer work? I have that category on every slide. This is sometimes when we're in work that doesn't match our top Motivators. And so that's okay because maybe we've done this a long time and we're really expert and we get a lot of other things out of that work that matter. So we talk about paid and volunteer work. So if you're Motivator does not line up with the work that you're currently doing, what's required on the job every day, then then your job is to find time on the weekends and in the evenings to find ways to fill your tank and to do things related to what you're most interested in so that you find that balance. 

Suzie Price: [00:36:44]

If there's a way to line up your work with your motivation, you should do that, but we have a complex world and a lot of us don't learn about these things and what we're most interested in until we're already committed to a role. So paid and volunteer work for the High Theoretical science research and development, astronomy, engineering, mathematics, philosophy, journalism, aerospace, think tanks, psychology, anthropology professor, consultant. Famous People: Albert Einstein. Marie Curie. George Washington Carver. Mayim Bialik, that's the Big Bang Theory. She was Sheldon's girlfriend and wife, and then of course, she's a scientist in real life, too. So if you didn't know who that is. And then. Nancy Drew, so you think about mysteries. They're very curious or trying to figure things out. They're always researching and learning. So you see that as a Theoretical if you were building a race team, since we have this car theme here, if you were building a race team, this job, the jobs that would really match would be the person who needs to know everything about speed. Be a speed expert, a race car expert, an engine expert, technology expert. That would be a match.

Suzie Price: [00:38:34]

So that is High Theoretical. Does that make sense to you? Does that excite you or does it repel you?

Suzie Price: [00:38:40]

And you've been listening to part one of this episode, which is a takeoff from my signature keynote talk, Motivating Yourself, Motivating Your Workforce: What You Wish You Knew, and you want to be sure to tune into Part 2 to learn more about how Workplace Motivators is like having a key to the Ferrari with a full tank of gas. So you can tune into that episode or part 2 by looking for Wake Up Eager Workforce. Wherever you listen to your podcast or you can go to our show notes at and you can see part one and part two of this episode. We also have a master directory that you can go and see the most recent episodes and all the episodes that we've recorded at And one last reminder, leave us a review. Let us know that you've written the review for us and we'll send you a complimentary assessment. And we'll also give you access to over 100 development resources. It's a value of $350. You can have a Workplace Motivators Assessment, 25 four page report specifically customized about you and or you could give it to a friend or a family member. So if you have any questions you want to reach out to me go to priceless Suzie, thank you for listening. We look forward to connecting with you soon. Take care.

Outro: [00:40:15]

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