What are their needs for ROI?

The Drive for Results

Have you ever wondered why some team members are laser-focused on the bottom line, while others seem less concerned with immediate returns?

Do you notice differences in how your team approaches resource management, efficiency, and financial decision-making?

This variation stems from differing levels of utilitarian motivation among your team members!

When we hear "utilitarian," we might think of cold practicality or a purely numbers-driven approach. But when it comes to motivations, utilitarian drive is about much more than just pinching pennies – it's about maximizing value and efficiency in all aspects of work and life.

Utilitarian motivation is the internal drive that pushes individuals to seek practical outcomes, return on investment, and effective use of resources. It's characterized by:

• A focus on tangible results and profitability
• An appreciation for efficiency and practicality
• A desire to maximize the use of time, money, and other resources

Let's be honest! We all have different needs, and the need for practical, results-oriented experiences is no exception. Some people will constantly seek opportunities for maximizing returns, while others may be more focused on intangible or long-term benefits.

It doesn't make one better than the other!

We simply have different needs.

As a leader, it's crucial to recognize and consider the utilitarian motivation of each team member. So, let me ask you this: Do you know how they approach resource management and decision-making?

Levels of Utilitarian Motivation

Utilitarian motivation can be broadly categorized into three levels: high, medium, and low. Each level brings unique strengths and potential challenges to your team dynamics.

High Utilitarian Motivation (56% or more)

Your team members with high utilitarian motivation have a great need to find utility in everything they do and ensure a return on investment. They understand the world through practical outcomes and resource efficiency.

How can you tell?

• They often express strong interest in the financial implications of decisions
• Regularly engage in cost-benefit analysis
• Can be seen as highly practical and resourceful

They are what I call your "ROI people." They need to see tangible results and opportunities for maximizing resources.

Questions:

• Who on your team always seems to be talking about efficiency improvements or cost-saving measures?
• Have you noticed anyone in your team who seems frustrated when a project lacks clear financial goals?
• How do you keep them engaged in projects with less obvious short-term returns?

Medium Utilitarian Motivation

Your team members with medium utilitarian motivation have a significant interest in practical outcomes and return on investment, but it's often balanced with other motivations.

How can you tell?

• Appreciates efficiency and practicality in most aspects of their work
• Motivated by tangible results, but may not prioritize it above all else
• Balances resource management with other considerations

Questions:

• Have you noticed individuals who actively participate in budget discussions but also value non-financial project outcomes?
• Do you have team members who excel when working on projects with clear ROI, but also engage well with less tangible goals?
• Have you observed team members who seem to bridge the gap between highly practical thinkers and those focused on intangible benefits?

Low Utilitarian Motivation

Team members with low utilitarian motivation may be less focused on immediate practical outcomes or financial returns. They might value intangible benefits, long-term impact, or personal/social considerations more than short-term economic gains.

How can you tell?

• Preference for decision-making based on factors beyond immediate ROI
• Focus on intangible or long-term benefits rather than short-term practical outcomes
• Less interested in financial aspects or resource optimization

Questions:

• Do you have team members who often ask, "What's the bigger picture impact?" when presented with cost-saving initiatives?
• Have you noticed individuals who seem to disengage during discussions about financial metrics, but perk up when talking about social impact or personal growth?
• How do you currently ensure that these less practically-minded team members feel valued and engaged in a world that often emphasizes immediate returns and efficiency?

Understanding the utilitarian motivation levels of your team members can be a powerful tool for effective leadership. However, managing these differences can be complex and challenging.

Recognizing the need for support in managing these differences is a sign of strong leadership. It shows your commitment to bringing out the best in each team member and creating a more productive, balanced team environment.

Do you feel equipped to handle these varying levels of utilitarian motivation in your team?

Are there areas where you think additional guidance could help you become a more effective leader?

Remember, the goal is not to change your team members' fundamental motivations, but to create an environment where everyone can thrive and contribute their best work, regardless of their utilitarian motivation level.

What aspects of utilitarian motivation do you find most challenging to manage in your team? How might addressing these challenges lead to new opportunities for innovation and growth in your organization?