By Jantina Wijtsma
I was coaching Bert, a manager who worked for a non-profit organization. Bert had a whole list of questions for me:
You feel excited that your business plan is ready! Your niche, product or service is defined, you are prepared for your customers, your social networks are already activated, your website is ready and the desire to start your business is irresistible!
But do you know what motivates you as an entrepreneur? How these motivators may influence your decision making? Do you have self-knowledge? This is the part which many entrepreneurs don’t pay attention to when creating their business.
Imagine being able to understand how your motivators influence your decision making and your work style. Imagine being able to detect easily details you usually miss! These are just some advantages of having self-knowledge about yourself as an entrepreneur.
In my beginnings as an entrepreneur, I didn’t have the opportunity to develop this knowledge about myself and there were many learning experiences and economic losses. Back in 2008, I formed my first company; a recruitment and consulting agency and in 2013 my second company specialized in offering Coaching, Training and Brand Development. Neither of these two businesses generated the money I expected. They had good exposure; good opportunities always came, but, even so, the return on investment was very low.
One day, I learned the value of knowing myself as an entrepreneur and, from that day forward, I have put that knowledge into practice. How did I achieve it? Through the MindSonar assessment tool. This assessment integrates the theory of motivations of Dr. Graves where 7 motivators are evaluated: Security, Power, Order, Competition, Ideals, Learning and Completeness. Each of these motivators has a very important value when starting a business; from how we are as entrepreneurs to how we market our product and develop our brand.
My MindSonar results were a portrait of me as an entrepreneur. I could see the reason my company was not meeting its goals reflected in the analysis. What did I learn? In 2014, I learned that I was an entrepreneur who sought to maintain a good reputation (Power), that disciplined work (Order) and helping others (Ideals) were important to me.
It was difficult for me to face something within my analysis, and this was a score of zero for Competition. It turned out that I was not motivated to seek success by generating profit. This was hard for me since, due to my high motivation regarding Ideals, I gave good quality service, but at low prices or for free. So I could understand that my Achilles heel, at that time, was to put a value on my services and charge accordingly.
All entrepreneurs have something in common, we develop a business that we are passionate about and/or seek to succeed. But Napoleon Hill said it well, “anything that the mind can conceive and imagine can be achieved.” So, what if you invest in knowing yourself and conceive and achieve your goals with greater certainty?
Content oriented theories and process oriented theories of motivation
MindSonar is a process oriented instrument. Many authors have distinguished between content oriented theories and process oriented theories of motivation (Graham and Weiner, 1996).
Content theories
A content theory is a system of constructs that are linked logically together, explaining why people behave as they do in which conditions. They want to predict what happens if the conditions change (McAuley et al., 2007). Content theories of motivation concern themselves with what people want.
An example of a content theory is Maslow’s ‘Hierarchy of needs’ theory (Maslow 1943). Maslow defines 5 sets of goals (basic needs), arranged in a hierarchy. Each of these goals has a specific content: physiological needs, safety needs, belongingness and love needs, esteem needs and self-actualisation.
Process theories
Process theories, on the other hand, attempt to provide a generalised explanation of processes and the behaviors these processes lead to, describing the major conditions necessary for explaining the process. They want to describe how people think, what the processes are in their minds that induce their behaviour (Kispál-Vuitai, 2016). They contain constructs (Binning, 2016) that are not necessarily linked together in a coherent theory, but explain behaviour and allow for prediction of future behaviour. Proces theories of motivation concern themselves with how people arrive at wanting something.
An example of a process theory is Bandura’s ‘Social learning theory’: the individual learns behaviours through observation, repeats behaviour if it is rewarded and ceases it when it is not rewarded (Bandura 1977). Bandura does not define the content of either the behaviour or the rewards.
These two types of theory spring from different traditions in psychology. Process theories stem from experimental studies as well as from qualitative experiential findings, systematically modeled by practitioners. The latter is the case with the meta programs and cognitive criteria measured by MindSonar. These constructs were formalised based on personal change work (Cameron et al, 1985). Content theories, on the other hand, have grown mostly out of personality studies and qualitative clinical-differential studies.
Eclectic
We propose an eclectic approach in which the findings in one type of theory are used to enrich understanding and exploration of the other type. For example, Bateman and Crant (1999) identify a general behavioural factor they call ‘proactive’, defining it by its specific behavioural elements as: ‘to intentionally and directly change things in an intended direction’. This content-oriented approach can be meaningfully complemented by a process-oriented one, explaining the critical cognitive meta programs, such as ‘proactive’, ‘towards’, ‘options’ and ‘change’, the are underlying this Bateman and Crant’s ‘proactive’ behaviour.
Atoms and molecules
We can take concepts from different psychological theories, compare them with the related meta programs and demonstrate how they can be clarified with their possible underlying process (meta program) elements. We like to use molecules and atoms as a metaphor. If we look, for instance, at the chemical structure of caffeine, we see that is is made up of four atoms (H3C, O, N and CH3) linked together in a certain configuration. Likewise, many constructs from content oriented theories can be described as configurations of meta programs.
Are you driven to create new, unique ways of doing things? Or, do you prefer to follow an already established procedure? The Meta Program distinction that we will be exploring this week will have a dramatic impact on how effective you are at motivating someone or yourself toward a goal. Continue reading
At the moment there is a lot of attention for job crafting. In the survey ‘Purpose and meaning in the workplace’ (by Dik, Byrne, Steger 2013) jobcrafting is defined as ‘the process of employees redefining and re-imagining their jobs designs in meaningful ways.’
That sounds interesting, doesn’t it? Nowadays a lot employees decide to keepworking for their current company. Finding a new job is often hard and might feel as taking risks in terms of the loss of financial security. So, perhaps you’d better decide to stay for a while and make your own adaptations to the job you already have.
What do you need for that, Meta Program-wise?
First, you need the belief that you can have influence on the way your job is being done. So, if you don’t have this belief yet or you lost it somewhere, find a career coach who can help you to put on internal reference and self control. You have more impact on your work environment and your employer than you think, really!
Then, analyze what element of job crafting you are going to work on. According to the theories, there are 3 ways to do this:
So, a lot of options for the people who like to have several possibilities! When you prefer the metaprogram procedures, you can choose either one of the opportunities and make your own strategy.
Changing tasks
Look at the things you actually do in your day. Just put on use and write down everything you do. After that, analyse what the essence is of all those tasks, and how they fit in the structure of the company. For example: which tasks are for clients, for collegues, for your own talentmanagement?
Put on your options glasses and look for tasks you can add. Perhaps put on the metaprogram external reference and ask collegues to think it over with you.
You can also emphasize tasks. What is your core business? And how can you make this more visible and get more attention for it? How does it feel when your customers are going to ask for you because you are the expert in it? Having the latest information about the product, knowing specific details, and so on?
Changing relationships
When you use people, external reference, and kinestetic senses you might become astonished what you can reach. What is your goal in relationship to your customers, colleagues, managers? And what would you like to avoid? Do you want to be known as friendly and helpful, of more result driven and focused on doing business? Do you like working alone, or in a team, or in proximity, depending on the task?
You might as well consider building new relationships. Go out networking, put on your external reference and activities and give it a go! Use LinkedIn to register your new contacts and to keep in touch with them on line.
Or perhaps it is possible to reframe a certain relationship and look at the roles you have. In a meeting you can ask to be the chairman, so to be able to develop internal reference and towards. As well as procedures and perhaps past, present ànd future, depending on the subjects of the meeting.
Changing perceptions
In NLP this is a huge one. Because you can always change the way you look at your job, how you feel about it, and what you are saying to yourself on your way home. Remember the cleaning man of the space shuttle who said to himself while cleaning the environment at NASA: “I’m helping to get that man on the moon!” Wow, this has lots to do with your past, present and future ideas of how you want to do your job. What is the pattern you work in? Where are you standing nowadays in the team, and where do you want to be in the next year? Put on change as a Meta Program, structure to look for the patterns and decide (selfcontrol) to expand the way you look at your job. What other options are possible? Are there general things you overlook? Are their details to discover you never thought about?
Enough ideas to get you craft your job! As the survey mentioned before says: ‘In a world where meaningfulness may be in short supply, job crafting can be an important process through which employees cultivate meaningfulness and, in so doing, create valuable outcomes for themselves and their organizations.’
Good luck!
As you probably know all too well, the meta program ‘Proactive’ is defined as ‘A preference for acting quickly and taking the initiative’ while ‘Reactive’ is defines as ‘A preference for waiting, considering and reflecting before engaging in overt activity. There is a scientific article by Bateman and Crant (1999), where they describe a type of behaviour they call ‘proactive’. They define it as: ‘to intentionally and directly change things in an intended direction’. They also describe the lack of this proactive behaviour, but they do not give that a label.
Taking the initiative
What are the similarities and differences between their definition and the proactive/reactive distinction in meta programs?
a. Both Bateman and Crant and meta programs highlight taking the initiative as an important aspect of proactivity.
b. Bateman and Crant focus on behaviour, while meta programs focus on mindset (patterns of cognition and experience).
c. In their definition, Bateman and Crant include the result of the behavior: ‘change things for the better’. Meta programs do not assume that proactive behaviour will change things for the better. Proactive behaviour may change things for the worse. Think of someone who quickly lights a fire to get warm and in doing so sets the house on fire.
Several other meta programs mixed in
d. Bateman and Crant include several behaviors under ‘proactivity’ that in terms of meta programs are considered to be expressions of other meta programs:
– ‘Scanning for (…) opportunities’ would be coded in meta programs as ‘Options’, not necessary as ‘Proactive’. Someone may scan for opportunities in their mind without ever acting upon them.
– ‘Setting effective change-oriented goals’ would be coded as ‘Towards’ and ‘Change’ in terms of meta programs. Someone may be aware of what they would like to change, without acting upon those ideas.
-’To do different things or do things differently’ would be coded as an effect of the ‘Change’ or ‘Development’ meta programs.
e. Bateman and Crant seem to strongly favour proactivity over ‘no proactivity’. In meta programs, the opposite of ‘Proactive’ is ‘Reactive’: needing more time and information before starting an activity. Meta programs assume there are advantages to reactivity in many situations, be they private or work related. Proactive spending f.i., may bankrupt a company, which could have been prevented by reactive thinking.
Summarizing: Both Bateman and Crant and meta programs highlight taking the initiative as an important element of proactivity. Differences are: Bateman and Crant focus on behavior, include the result of the action and seem to strongly favour proactivity. Meta programs, in contract, focus on thinking, do not include the result of the action and favour proactivity and reactivity equally. Also Bateman and Crant include many elements in their definition that are covered by meta programs other than ‘Proactive/Reactive’.
And how about the ‘Big Five’?
The ‘Five-factor model’, or ‘Big Five model’, is a trait oriented typology, based on relationships within descriptors of personality in common language.
It suggests five broad dimensions commonly used to describe the human personality (Saucier and Goldberg, 1996). The five factors are:
1. Openness to experience (inventive/curious vs. consistent/cautious).
2. Conscientiousness (efficient/organised vs. easy-going/careless).
3. Extraversion (outgoing/energetic vs. solitary/reserved).
4. Agreeableness (friendly/compassionate vs. challenging/detached).
5. Neuroticism (sensitive/nervous vs. secure/confident).
Of the Big Five, the ‘Extraversion/Introversion’ factor seems most likely to be related to the ‘Proactive/Reactive’ meta program distinction. This factor is defined as: “The tendency to seek stimulation in the company of others, and talkativeness. Low extraversion causes a reserved, reflective personality. Extroverts draw energy from interacting with others, while introverts get tired from interacting with others and replenish their energy from solitude. People high in extroversion are comfortable with others, gregarious, and prone to action rather than contemplation (Lebowitz, 2016a). People low in extraversion are more likely to speak less, be quiet, introspective, reserved, and thoughtful.”
Extraversion traits in the ‘Big Five’
The traits associated with extraversion are:
Sociable
Assertive
Merry
Outgoing
Energetic
Talkative
Articulate
Fun-loving
Affectionate
Friendly
Socially confident
When we compare the proactive and reactive meta programs with the big five conceptualisation of extraversion and introversion, we see the following similarities and differences.
Introspective versus prone to action
a. Both the ‘Extraversion/Introversion’ factor and the ‘Proactive’ and ‘Reactive’ meta programs define Introverted/Reactive as more introspective and thoughtful. Extraverted is seen as less introspective and less thoughtful than introverted, which corresponds with the Proactive/Reactive distinction in meta programs.
b. Both sets of distinctions see ‘Extraverted/Proactive’ as prone to action rather than contemplation, and consequently ‘Introverted/Reactive’ as prone to contemplation rather than action.
– Both sets of distinctions see Extraverted/Proactive as drawing energy from overtly doing something (interacting with others, in the case of Big Five).
Major difference: meta programs do not focus exclusively on social interaction
c. A major difference is, that the ‘Extraversion/Introversion’ factor is focussed on one single context: social interaction, while the meta programs ‘Proactive’ and ‘Reactive’ may be applied to any context. Opening a door, to give one non-social example, may be done proactively (by immediately turning the handle or even kicking the door in) or reactively (by first thinking about the way the lock works and what might be behind the door).
Again: the mainstream distinction combines several different meta programs
d. Another difference is that, when we look at the list of traits that are part of extraversion, there are several traits that would be coded as meta programs other than ‘Proactive’. ‘Sociable’ f.i. would be not be coded as ‘Proactive’ but rather as the meta program ‘People’. ’Friendly’ would be coded as the meta programs ‘Matching plus People’. ’Merry’ would be coded as ‘Matching plus Kinesthetic’. ‘Assertive’ would be coded as ’Proactive plus Activity plus Internally Referenced’. The set of traits that are part of the ‘Extraversion’ factor, makes it much less specific than the meta program ‘Proactive’.
Summarising: Both ‘Extraverted’ and ‘Proactive’ are characterised by being prone to action, and their opposites ‘Introverted’ and ‘Reactive’ as being prone to contemplation or reflection. A difference is, that ‘Introversion’ relates to the context of social interaction only, while Proactive/Reactive may apply to any context. A second difference is that ‘Introversion’ contains a broad set of traits that are covered by other meta programs (or other meta program combinations) than ‘Proactive/Reactive’.
