Our last video discussed Executive Motivators (see next post). As a research based search and coaching company we are in a position to observe a lot about how different people behave regardless of company and organisational structure. Some people are drawn towards big brands. Some are entrepreneurs. However we sensed that they were some common ground when it came to major motivations of senior executives. At least in our areas of expertise – Asia Pacific and Financial Services.
The 3 core motivators for the senior executives we interviewed are:
1. Level of Influence that that they can bring to their role and to the company
2. A Continued ascent in personal and professional development – continuous learning
3. A chance to make a broader contribution beyond the company.
When we drill a little deeper we get a great sense of what inspires senior executives at least in Asia Pacific.
These executives talked with passion when it came to being able to have a large degree of influence. This influence was not always bottom line related as they respect the complexity of corporate controls and collective decision making when it comes to end results. But for the most part it means being able to put in place strategic imperatives. It means, within the confines of suitable risk measures, being able to drive hard for business outcomes that have been agreed. It means being able to select and engage resources to develop and implement against their business plans. It means having some scope to decide what when and where.
Perhaps one of the more surprising outcomes was the high rating given to ongoing professional development as a core motivator. Senior people want to be developed and want to keep developing. They want learning through doing and they want learning through coaching and mentoring.
AND they want to ultimately make a broader contribution. They want to be able to impact an industry, a city, or a region beyond the specific organisation that they work for.
This broader contribution has many faces. For some this may be industry initiatives; for some philanthropy; for some community service and for many board and non executives roles.
Mark Powell
These are positive messages in a world where too often money and power are see to be the drivers. What might happen if organisation really embraced these executive motivations are put in place structures to support them?
Please join the discussion. What do you think? Please comment or contact us.
