Driving Maximum Performance for Different Personality Types
Daniel Pink, in his book Drive: The Surprising Truth About What Motivates Us, describes three core drivers of human performance.
Autonomy: The freedom to determine how I go about negotiating my tasks, time, techniques, and team.
Mastery: The intrinsic energy and joy that comes from getting better at something, from pushing myself to my own personal best.
Purpose: Working in the service of a greater objective, something bigger than myself.
Each of these is necessary, but not sufficient alone to drive maximum performance. And, these drivers apply very differently for different personality types. Below, we outline how a supervisor, leader, teacher, or parent can support these three drivers for each of six different personality types as outlined by Dr. Taibi Kahler in his Process Communication Model (PCM®).
Dreamer
Imagine an astronaut on a space walk. She is in her space suit, floating in the amazing, wonderful, and desolate 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 a Dreamer, 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 direction. Mastery comes when the Dreamer recognizes and internalizes the ability to give self-direction, thereby being able to motivate himself – to reel himself back to the ship as needed. 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 with the Directive Channel, thereby answering their existential question, “Do you want me here?”
Rebel
Rebels prefer a laissez-faire leadership style. As a leader, be clear about what you want, then leave them to find their own way of getting there. Autonomy can only be realized for Rebels when others avoid the urge to direct them, over-explain, over-support, or “check-up” on them. Mastery and purpose come from their struggle with the phase issue of responsibility. As leaders, teachers or parents, when we allow Rebels 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 a Rebel. Having confidence in their ability to face the responsibility that goes with that purpose is the challenge.
Promoter
Autonomy is easy for Promoters. They prize self-sufficiency. They want nothing more than to take charge, do it their way, and lead the pack. They might be challenged by mastery since it often requires persistence and delayed gratification. Promoters like immediate rewards. The good news is that they also like to be the best, so when motivated with incidence, Promoters are capable of working very hard to eclipse their personal best. Purpose is perhaps the most difficult for Promoters. The Promoter personality part tends to think of self first when under stress. Their challenge is to see themselves as an interdependent part of larger relationship systems. Appealing to bigger things or greater good is not effective. However, when they are able to leverage their gifts for the good of the whole and can be a star in the process, they are excellent team players.
Persister
Persisters tend to prefer to work alone or with one or two others, and have 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 Persisters 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 may be their most important driver. Persisters live for the greater good, are propelled by their beliefs, and derive joy from living out the mission, vision, and values of an organization. This is so important that Persisters will speak up, and even leave their employer if they perceive inconsistency between values and deeds.
Workaholic
Workaholics are natural problem-solvers and love to achieve greater efficiency, flow, and order in their work. They prefer to work alone or with one or two others, and prefer a democratic leadership style. Leaders, teachers, and parents who ask Workaholics for input, ideas, and suggestions are supporting autonomy. Being clear about goals and outcome, and allowing them to work-out their own solution is the most effective way to motivate Workaholics. Mastery is a natural fit for workaholics. The challenge of finding a more efficient, effective, or orderly solution is intrinsically motivating. Persister leaders will not likely find satisfaction when appealing to a Workaholic’s values. Instead, Workaholics find purpose in seeing how their contribution fits into the big picture. Clarify for them how their work and ideas are an integral part of the system that propels your family, organization, or group to achieve it’s goals.
Reactors
Reactors prefer to work collaboratively. For them, autonomy means accepting their input, valuing their presence, and creating a safe emotional space for them to try new things and take initiative in groups. In distress Reactors will avoid decisions for fear of not pleasing others. Therefore, a Reactor’s autonomy is stifled when leaders don’t attend to the emotional safety of the group. Mastery follows naturally when Reactors feel safe to take a chance, push themselves, and risk failure. Creating a safe learning environment around failure is paramount. Purpose is tied to relationships for Reactors. Their purpose is to help others, bring harmony, and see the human side of things.
We welcome your thoughts, opinions, reflections, reactions, and feelings, and would love to hear what you will do with this information.
For more on the six Kahler Personality types, explore this website and next-element.com further.
We invite you to read the series: “If a Generation had a Personality, What Would It Be?”
This article is a good source of inspiration for me, because I intent to use some reasoned conclusions in the next PCM demo that I am preparing! Thank you very much!