While not common, from time to time we may see a MVPI profile that has all low scores (<35%). Below, we consider a few examples of how this might show up for individuals, and we suggest how you might coach or better understand what motivates or drives these individuals.
First, these individuals may be motivated by their behavioural strengths, as indicated by their HPI results. Drawing on the idea that itis fundamental human nature to pursue a sense of mastery and control in the environment, people are motivated to do the things they do well. Those things become self-fulfilling and self-motivating. As an example, individuals who are low SOC, mod-high INP, high PRU, and low INQ are likely people who get a thrill about being known as the person who can plan and organise things and seek opportunities to do so. This could happen even if they have no MVPI drivers. Often this is because they tend to be fairly detailed on a day-to-day basis and others observe their fairly structured nature. When people have all low scores on the MVPI, it will be important to discuss how their behaviors from the HPI influence their day-to-day passion. You will want to discuss the motivating factors that drive them on a daily basis. Once you have identified those behaviours, discuss how the people can influence others by using such behaviors as a driving force and a potential source of motivation.
Alternatively, low scores on the MVPI might indicate the type of person who is easy-going and takes everything as it comes, not being drawn in any particular direction. For example, we might expect to see this with people who are higher in Adjustment and lower in Excitable. In this case, it will be important to discuss the implications of how this may come across to others, especially if they are a leader needing to build and influence in their culture or environment. Does their easy-going nature negatively affect those around them to the point that their style is seen as a lack of passion? One coaching tip is to discuss what is critical for success in their role. Once identified, help them create a vision that they can share with the organisation. This will help with visibility and showcase leadership qualities (i.e. passion to lead & influence others).
Thirdly, it could be that they are not interested in any of the things that are measured by MVPI. We must acknowledge the possibility that our taxonomy does not fully sample the criterion space of needs/values. In this case, the strategy is to explore “What motivates you? What are you interested in?”
Finally, we could apply Maslow’s theory to individuals scoring low on all MVPI dimensions. They may have had values/needs that would have registered as higher scores on the MVPI in the past, but those needs have been fulfilled and are, therefore, no longer driving behaviors and decisions. We do not see a strong shift in scores over time; however, sometimes what we needed or wanted going into the workforce is not necessarily the driving factor as we retire. For example, in the beginning of individuals’ careers they may have had a higher Power and/or Commerce score. This could suggest that early on they were eager to advance and possibly make money to support their growing family. When leaving the workforce this may not be a major motivating factor; other values may have become more important or they may have satisfied those needs. In these cases, you will want to explore with these individuals what they are looking for in their next stage of life. Discuss their accomplishments; what was it about their accomplishments that made them feel rewarded? Is there a sense of that still among them? If so, this might be an area to probe on how they can use this sense of accomplishment for future endeavors.
The key to these types of profiles is to gain insight into what motivates them and how to cultivate that passion and leverage it to drive results for themselves and the organisation.
