Moving Motivators — Intrinsic Motivators

We can support our teams or even the team we are part of with personal motivation using practices to know what they want, precisely what helps us to investigate the practice of Moving Motivators of Management 3.0 derived from the CHAMPFROGS model, 10 intrinsic motivators of Jurgen Appelo.

Image from https://management30.com/

This practice helps us to know the intrinsic factors of each person so that, based on the result obtained from the practice, we have a path to follow to achieve or support the motivation of the people who participate in its application. The Moving Motivators card templates are great and can be found on the Management 3.0 page.

I share the different Moving Motivators cards:

The facilitation of this practice can be simple, but the secret and the added value is listening to the dialogue that is generated through the practice, that is, the letters are used to know the motivators, but at the moment the dynamics are filled and It is based on In dialogue we can take advantage of the moment to obtain feedback on the intrinsic motivators of the participants. I facilitated this practice in a Scrum of Scrums with 2 Scrum Masters colleagues also where we work on the same project with different teams, the practice when working remotely was done in MURAL with the intention that it was 100% visual and we understood the changes in our motivators of a real change that happened, in this case, the pandemic and working in-person to work remotely.

The way we started working in the workspace was by explaining each motivator and that we know or could know which one is more important to us. So I handled 2 scenarios to know the motivators in both scenarios:

- Before the pandemic, face-to-face work.

- During the pandemic, remote work.

I will speak first of the scenario of face-to-face work; Place a number from 10 (most important) to 1 (least important) in the workspace to place the Moving Motivators that were most important to each person before there was a pandemic and work together and in person. Once we finish placing the motivators, we review them and exchange ideas to learn more about the context of the other person, that is, to know the importance and personal motivators.

So I decided to give the dynamics the following twist, we approached the second remote work scenario, we met the motivators in a face-to-face environment, but now, what are Moving Motivators in a remote environment? Do they change or stay the same? I gave my colleagues a few minutes to check if any changes needed to be made, and indeed if there were changes. Working remotely affected motivation that was important before the pandemic, some were more relevant than others and moved up or down in position. It does not mean that changes in motivators take place, on the contrary, knowing what motivates others and in a teamwork environment is important to know to work productively and get to know others to achieve the fulfillment of our goals More to improve as people and professionals, know forms of management, practices, tools to exploit and motivate our teams to the maximum.

The result of the Moving Motivators practice was very good, we got to know more in-depth what moves us as people at work and we learned from each other to have a basis on how to face the current reality, that is, work remotely towards the same objective of our project. As learning is obtained, I can say that each person is different, and doing this type of practice helps us to know what motivates them. This response was reflected in my colleagues Raúl and Jazmin (whom I thank for their support) when proposing ideas and exchanging comments on the priorities of each one, in an atmosphere of trust and open dialogue.

Through the empowerment of work teams with Management 3.0, we can discover things that will undoubtedly make us improve as people and as a team, since mainly what is sought is that, to become motivated people and to be able to co-create environments of harmonious work to carry out our daily activities productively and consequently more efficient. A tip to follow this practice is to investigate a little more of the mobilizers to show the interest that as a facilitator or leader you have towards the team.

For the following applications of this practice, what I would do differently would be to do it at the beginning of a project or in collaboration with a new work team, since as a leader, when you know what moves each person on the team, it is easier to support them to grow as professionals. in addition to turning them into mobilizers for experimentation.

Agile Coach with experience in agile methodologies and frameworks as well as promoter of good remote work practices and empowerment of work teams.