Transitions at work can be exciting times. And yet, heightened work motivation and enthusiasm can actually backfire and cripple the chances of a successful transition.
Harvard's David McClelland identified three primary motives, or needs, that drive behavior: Affiliation, Achievement, and Power. Likewise, Forum Corporation identified four main transition types (or PATHs) - Place (New job or greater scope), Assignment, Team, and Heading (organization changes strategy or structure, even if ones role does not change).
Transition Coaching
When we overlay these two frameworks, "dangerous" combinations of motivation and transition type emerge:
A leader with a high need for achievement with a new team. The danger here lies in seeking quick wins for the glory of ones own career or ego, thus alienating the team. A leader with a high need for affiliation entering into a short term, high pressure assignment. Their team-oriented affiliation approach can generate cross-functional support, but if overdone (e.g. spending too much time being accepted or reducing conflict), this approach can result in a missed opportunity. A leader with a high need for power in a new place. Need for power can positively influence others and create impact, or it can take a more negative form in a need to control or dominate. If someone becomes intoxicated with the 'status' of a new position, this person could step on some toes - fast. How about the opposite of the above: someone who does not pay attention to power or the politics in their organization, and is not even remotely aware of how vulnerable they suddenly are when the organization shifts its' heading and re-organizes.
There are many more possible combinations, but you get the point. Most of us have a mixture of these motives, with one generally being dominant. How about you: which motive most drives you? Any blind spots to avoid in your next job transition?
The 4 Transition Types, the 3 Motivation Types, and the Dangerous Combinations
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