The document emphasizes the importance of understanding and leveraging employees' motivators to enhance motivation and performance within an organization. It outlines strategies such as hiring motivated candidates, creating a supportive environment, encouraging self-leadership, and fostering a culture of mutual support. Additionally, it warns against neglecting these practices, which could lead to underperformance and disengagement among employees.

1. Empowering success by reusing
knowledge about employees’
strongest motivators
Lars Vonheim @ InPerformance

2. Lars Vonheim @ InPerformance
1. Hire the candidates
who are most likely to
be fully motivated
Make sure to know both which motivators we
are best at stimulating and which are the
candidates' strongest driving forces.
Identify the candidates who are most likely
to be the most motivated in our organisation.

3. 2. Motivate for attitudes and
behaviours that turn our corporate
values into real experiences
Create commitment to core values: the attitudes
and behaviours we want to be recognized by.
”Translate" values into motivators engaging
employees to create the experiences recognizing
our values.
Lars Vonheim @ InPerformance

4. Lars Vonheim @ InPerformance
3. Adapt working environment to
stimulate individuals to develop
and perform at their best
Build insight into the factors that most strongly
influence the individual's motivation.
Adapt working environment to empower
individuals to use their full potential.

5. 4. Self-leadership: Give employees
the knowledge to take charge in
empowering their own motivation
Give everyone insights to increase their
awareness of their own driving forces and how
their own (lack of) commitment and motivation,
can affect colleagues.
Support them with training in how to be
proactive with their own motivation.
Lars Vonheim @ InPerformance

6. Lars Vonheim @ InPerformance
5. Create a culture of
lifting each other up
WE are colleagues who know each other's
motivators. WE care and have the courage
to engage.
When WE recognize someone is “down” or
negatively impact the environment, build a
culture of “empowerment”.

7. 6. More focused and efficient
Leadership & Leadership
Development
By learning individual motivators and how to
adapt leadership style, focus leadership on
what has the biggest positive impact.
Focus leadership training on the areas that are
most important to build motivation.
Lars Vonheim @ InPerformance

8. Lars Vonheim @ InPerformance
7. Create driving forces –
limit counterforces to change
With knowledge of individual motivators,
create drivers for change.
Lack of knowledge increase the risk of
counterforces delaying and making it difficult
to achieve the targets of changing processes.

9. Inspiration:
Things to do as next step
• Use an assessment to get a scientific and
practical insight in employees’ motivators.
• Do a mapping on which are your strengths
and gaps in motivating your employees
• Focus leadership & training on motivators
and how to increase impact on motivation
• Build a “high performance – high learning”
culture based on corporate values.
• Empower self-leadership and a ”lifting up”
culture
• Use motivators as driving forces in change –
Lars Vonheim @ InPerformance

10. Lars Vonheim @ InPerformance
Why not doing this
can be a bad idea …
You risk …
… hiring people who will not use their full potential
… motivators become counter forces to change
… spend leadership time and energy on what does
not increase motivation
… people become passive and dependent on you
… maintain or adapt a working environment not
motivating performance or development
… corporate values to be only nice words on web