Picture two happy and effective technology executives: one at an online start-up, the other at a medical device company.
They have near-identical competencies and traits, even a similar interest in technological solutions to consumer problems. But while the start-up leader enjoys his independence and the opportunity to innovate, the medical technology leader thrives in a more hierarchical, process-oriented workplace.
The reason these leaders diverge is because they have very different drivers.
Drivers are the deep internal values, motivations and aspirations that influence a person’s choices. They lie at the heart of critical questions: What’s important to me? What do I find rewarding? Do I want more challenge in my work? Stability? Responsibility?
Drivers may be very specific or broad. They also may fluctuate based on an individual’s circumstances or stage of life. But they’re crucial to finding and keeping people who fit your culture, and who can engage and motivate others.
Tap into a huge source of energy
Drivers can be very powerful. They can lead people to moderate certain personality traits, work to improve competencies or go the extra mile. So they can be an immense source of energy in your organization. You just need to tap into that source.