The Genos Model of Individual Motivational Drives was developed by our CEO, Dr Ben Palmer and our Director of Research, Dr Gilles Gignac. It comprises a core list of individual motivational drives in four unique areas as shown. These individual motivational drives were identified in the broader Person-Environment Fit literature.
The four quadrant is unique and highly practical. No other model of motivation comprises an articulation of motivation in these four areas. The assessment and program we have built around the model helps individuals compare what they are motivated by in these four areas with what they are experiencing in their Role, Manager, Team and Organization, and how to close gaps that might exists via an action planning tool kit of ideas on how to do so.
Click on the image above to view a full list of drivers and their corresponding descriptions.
Genos Motivational Driver Definitions
| Role Drivers |
|---|
| Systems & Processes | Clear work systems, processes and structure |
| Protect | Monitoring and enforcing rules and regulations |
| Finance | Working with financial information |
| Intellectual Stimulation | Working on complex, intellectually challenging tasks |
| Design | Designing and creating things |
| Technology | Working with new and leading edge technology |
| Importance | Work that is of high importance to the business |
| Decision-Making | Work that involves decision-making responsibilities |
| Influence | Work that involves influencing different stakeholders |
| Interpersonal-Interaction | Work that involves a high level of interaction with colleagues |
| Customer-Interaction | Work that involves a high level of interaction with customers |
| Contribution | Work that involves making a contribution to society |
| Variety | Work that involves a variety of different tasks |
| Pace | Work that involves working in a fast paced environment with tight deadlines |
| Employment Flexibility | Work that allows for non-structured working hours |
| Organization Drivers |
|---|
| Noble | An organization with an inspiring mission and a great reputation for its work |
| Efficiency-Focused | Well defined processes and meaningful measures where people focus on achieving and improving them |
| Thought Leader | Leader in the development of new methods and approaches to doing business |
| Entrepreneurial | Promotes individual initiative and offers high earning potential and ownership for value creation |
| Employee-Centric | Flexible work practices where employees can work whenever and wherever they want to so long as they achieve their results |
| Development-Focused | An organization that offers individual achievement, recognition and personal growth opportunities |
| Social Responsibility | Commitment to social responsibility initiatives |
| Enjoyment-Focused | An organization that celebrates accomplishments and promotes an atmosphere of friendliness, enthusiasm and enjoyment |
| Innovative | Promotes new idea generation and takes risks putting new ideas to market |
| Conventional | Many levels of management with well established polices and procedures |
| Team Drivers |
|---|
| Organized | Well structured and planned teamwork |
| Collaborative | Team work that depends on a high level of effective collaboration amongst team members |
| Specialist Team | A team with highly specialized capability and knowledge |
| Creative | A team that is innovative, imaginative and inventive |
| Quality-Focused | A team that focuses on the quality of their work through attention to detail |
| Achievement Oriented | An ambitious, performance-focused team environment |
| Camaraderie | A team that focuses on supporting, motivating and developing team members |
| Dynamic | An expressive, interactive, high energy team environment |
| Rotating | Regularly working with different team members |
| Virtual | Team member interaction is often conducted virtually rather than in person |
| Manager Drivers |
|---|
| Directive | A manager who tells you what they want done and how they want it accomplished |
| Inclusive | A manager who involves others in determining what needs to be done and how to do it |
| Empowering | A manager who provides high levels of responsibility and autonomy |
| Mentoring | A manager who has a high level of specialist technical competence and shares this knowledge with others |
| Adaptive | A manager who adjusts their leadership style according to the situation and people they are leading |
| Performance-Focused | A manager who focuses on achieving performance outcomes |
| People-Focused | A manager who focuses on supporting, motivating and developing people |
| Networker | A manager who is good at networking and has a large number of industry contacts |
| Decisiveness | A manager who makes quick, effective decisions |
| Inspiring | A charismatic manager who motivates and engages people |
