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How to motivate employees using the DISC method

Today, due to the crisis in the country, it is becoming more and more difficult to motivate employees, as companies are increasingly experiencing a lack of funds for this. According to Herzberg’s theory of motivation, material motivation is not always effective, especially if there is no non-material motivation at the same time. And, such methods of non-material motivation as praise, personal attention of the Manager, support, expanding the area of responsibility, are also just the tip of the iceberg, since in addition there are such important motivational components as internal personal values. What drives a person from within.

You can always motivate an employee immaterially: praise him, post a photo on the honor Board, give him extra days off… only here is not the fact that he will need all this. Therefore, in 1928, there was a wonderful book by Dr. Marston, and then a method that allowed you to accurately, quickly and effectively evaluate the most optimal way of motivation for each of the employees, we are talking about evaluating the staff of the air FORCE. The method is based on the description of observed behavior, i.e. how a person acts, and contains two very useful tools:
Express diagnostics of a person within 10-20 minutes of communication;
Explanation of the basic motivators of this person and, consequently, their preferences, likes and dislikes, behavior patterns.
It helps to detect those” levers ” in the employee, including those that can encourage him to willingly and gladly become more involved, work with interest, and exceed the plan.

So, according to our model, we have 6 types of motivation:
Traditional;
Theoretical;
Individualistic;
Utilitarian;
Aesthetic;
Social.
Traditional motivator – a person is very important integrity and consistency, tradition, maybe. In other words, if there is order in the company, everything is clearly marked and painted, a person understands why and for what he works, he has clear goals, then he becomes internally motivated and performs his work perfectly.

Theoretical motivator-the employee is interested in developing and getting new information. If the company can provide him with constant development and training, then such an employee is happy to become loyal to it.

Social motivator-it is important for an employee to be useful to others, to see that their help is necessary and brings visible results. Or it is important for them to understand that the company helps customers, its activities are aimed at supporting other people.

Aesthetic motivator-it is important for a person that everything around him is in peace and harmony: from his workplace, perfectly organized with high-quality surroundings, to the General policy of the company. This also includes the aesthetic values that the company brings to the world.

Utilitarian motivator-for employees with this form of motivation, it is very important that the percentage of effort they expend is equal to the result they get. These are people not of the process, but of the result. It is important to them that they can clearly see the fruits of their work. If the company can give such an employee some freedom of action or assign him a certain task, for the results of which the employee is fully responsible, then he will work with pleasure.

Individualistic-this motivator is applicable to employees who can manage and love managing positions, they have a talent to influence others. They need a subordinate staff. These can be both bright leaders and informal leaders.

The task of HR is to identify which motivation style is appropriate for which employee and, based on the results, communicate with the employee in the language of this style: you may have to change the scope of duties or responsibility, apply a certain manner of communication with this employee, and so on.

For example, I had an employee who performed a certain, rather narrow function in the company. I noticed that he worked without a light: just completed his tasks and went home. He didn’t have a high level of motivation. I conducted a DISC test with him, which revealed two of his core values that would make him highly motivated. It was important to him that in the company he could develop and learn new things continuously — this is a theoretical type of motivation, and he also wanted to get a high status at work that would allow him to influence other people-an individualistic method.

Indeed, I knew that my employee was constantly learning something outside of working hours, attending various courses, mainly on personal effectiveness. But at the same time, he did not always get to the courses organized by our company, due to the specifics of the work: he was listed as a seller. However, the employee accepted my offer to undergo training to improve professional skills, despite the obvious loss of working time and, consequently, their profits. He agreed with pleasure. I took several sales courses, each time coming back more and more enthusiastic. And when I asked him to take over the training of other employees, since the company could not afford to send all the staff to the courses, he gladly agreed, without asking for additional remuneration. Moreover, I fully entrusted him with the responsibility for how he will organize his trainings: announcing, gathering listeners, presentation, and so on. He somehow managed to do this job brilliantly, given that the employees worked shifts and could not always get them together.

His training sessions were interesting, informative and, in addition, brought excellent results. Later, he asked for an additional responsibility: to become a mentor, take part in sales, look at how sellers make sales and adjust them somewhere. I had some misgivings about how the staff would take such “guardianship” over them, but at the meeting everyone unanimously accepted their colleague’s proposal. Thus, due to the method of DISC, the company not only perfectly saved (after all, the education you can send the entire staff), but also intangible well-motivated employee, who asked for their services coach any remuneration and by the way, still continues with its coaching and mentoring activities!

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