The Hogan 360 Leadership Model and 14 Core Competencies
Self-Management	Relationship Management	Working in the Business	Working on the Business
Integrity Resilience	Communication People Skills Team Player Engaging	Capability Efficiency Results Customer	Accountability Motivation Strategy Innovation

The second competency in the Working on the Business quadrant is Motivation. Motivation pertains to whether one strives to create a work environment that allows everyone to become engaged. Those scoring higher on Motivation tend to be seen as assertive, opinionated, likely to engage socially with others, and are willing to volunteer suggestions and ideas. Those scoring lower on Motivation may struggle to boost morale and create a positive work environment for others; they may also neglect opportunities to coach and develop others. Lower scorers tend to have high moving away scores, which include HDS Excitable, Cautious, Reserved and Leisurely. The key areas of focus in working with someone scoring low on Motivation will be: 1.) Determine how to boost team/organisational morale; 2.) Establishing standards of performance that encourage people to work to their full potential; and 3.) Identify strategies to effectively provide coaching and feedback to others.

Lower scorers may struggle to contribute towards building positive morale within the organisation. This could be because they are not motivated themselves or they hold a negative attitude which may impact those around them. We know that leaders often set the tone for their team from a motivational or values perspective (think MVPI), so tapping into what values really drive the leader will be critical here. Help the coachee to explore what values they hold that could motivate them as an individual? How do these values influence their team and those who work with them? For instance, if they are they low on Recognition and leading a Sales Team, there may be a misalignment in what their team needs (i.e. praise and public recognition for a job well done) and their personal values. We know that leaders are likely to meet the needs of others who share the same values, as they will provide that value; when the leader is low on a value, it indicates an indifference towards the driver, which may then not get shared with others. In this case, if the leader is not providing Recognition to his/her Sales Team, they may not feel motivated to work hard and produce results, since they are not getting rewarded publicly. Work with the individual to identify what the issues are that are causing decreased morale. Where is the misalignment between leadership, team and organisational values? Help them determine one or two values (from the MVPI) that they could focus more or less on to improve the morale of their team.

A second focus in coaching will be to help them strategically find ways to encourage others to work to their full potential. One way to think about this is establishing a set of standards that can maximise performance tied to engagement. As a leader, their responsibility is to clearly define performance standards and communicate expectations. It may be helpful to work with the leader to identify how to work with each team member to set stretch goals during their annual performance review. Help the individual consider what the strengths and interests of each employee are so that they can set targeted, measureable goals around things that will motivate them to work towards such objectives.

Finally, the third opportunity for the lower scorer on Motivation will be to find opportunities to provide developmental feedback to others. If they are not providing feedback to their team, their team may feel disengaged, as they likely do not have an indication of how they are performing and how they can improve. Challenge the individual to make a list of all of their direct reports and peers that they might provide feedback to. Work with them to devise a plan on how to provide that feedback (this may vary depending on the number of people reporting to them), as well as what constructive feedback they could provide in a manner that sparks motivation to achieve organisational objectives. If you are doing ongoing coaching with them, hold them accountable to their plan by checking in with them each time you meet and have them provide a progress report on who they are coaching.