Because of the holiday, there’s no column today, so I thought I’d take this opportunity to pull some ideas together from previous weeks. A number of you liked my deconstruction of the golden rule from a few weeks back, in which I pointed out
… the GR is a wonderful starting place for ethics, but it can’t take you all the way into etiquette and the finer points of social interaction. The more positive phrasing implies that the GR is the be-all and end-all, which … well, look. You can follow “Do unto others as you would have them do unto you” to the letter and still out your birthday-having colleague to the staff at Applebee’s, as long as you think it would be great fun to have servers singing and clapping at you while diners at other tables gawk openly or stick to their conversations with grim determination.
You shouldn’t always do unto others as you would have them do unto you, in other words, because they’re not you and their tastes may differ.
The week before that, I’d written about behaviorism and the importance of knowing the person (or animal) you are attempting to “train”:
The mistake that some people make about behaviorism (including some early behaviorists) is thinking of it as mechanistic, emotionless, impersonal. This isn’t true at all. If you want to redirect someone’s behavior, for example, you need to find an alternative task that will be equally engaging. This requires understanding the other person’s skills, and what they find rewarding and enjoyable. Behaviorism has to take the nature of the individual into account.
Operant conditioning (a behaviorist approach) is about reinforcing the behaviors that you want, and not reinforcing the ones you don’t want. In order to do it effectively, you have to find reinforcements–rewards–that really motivate. It’s all too easy to stick with rewards that are easy to administer–like kibble for dogs or money for people. It’s tidy, it’s quantifiable, it’s portable. What Milo truly wanted from life was to chase squirrels, but I couldn’t very well carry squirrels around in my pocket as a reward for good behavior, so he got liver treats, which offered an acceptable balance of convenience and desirability.
Another mistake is to over-apply the golden rule when creating rewards. Without conscious effort, we naturally tend to assume that other people will like, want, or think what we do. Even, disastrously, when we don’t actually know, ourselves, what it is we do like, want, or think.
One of the best tools I’ve found for thinking about these kinds of differences in what motivates people is C. Brooklyn Derr’s “career orientations,” which I wrote about earlier this year for the Harvard Business Review blog. Knowing your own career orientation can help you figure out what kinds of jobs and projects you should pursue. If you’re in charge of creating rewarding experiences for other people–employees, students, clients–Derr’s taxonomy can help you think about what all those people who aren’t you might find exciting and validating.
And of course, there’s a character on “Mad Men” who illustrates each of Derr’s orientations.
One of the most common career orientations is getting ahead: “People who are motivated by upward mobility focus on promotions, raises, making partner, and increasing their authority. They’re competitive and willing to put in long hours and negotiate office politics to win those rewards. This is the default career model in the U.S., which means that it’s easy for those who want to get ahead to explain themselves to bosses, colleagues, and family.” (All of the orientations are described in greater detail here.)
Lots of people start off with getting ahead as their orientation, but some people stay that way even after they’ve achieved a certain professional level, like Pete Campbell. The getting-ahead people are easy to manage because what they want is what the system is set up to deliver: good grades, money, promotions, whatever.
The elevator to success only has room for one of us, Bob.
People with the getting secure orientation have a harder time in today’s economy and corporate culture:
Those who seek regularity and predictability in their work environment are motivated to fit in with others and uphold group norms. They avoid risk and are less concerned with advancement than with career control. If this description has you rolling your eyes, you’re not alone. It’s difficult for people to admit they want this kind of security, because it sounds like the life of a corporate drone, which no one wants to be. That’s especially true today, given the rise of the free agent in all industries. But people motivated by security are loyal and willing to put in extra effort when the situation requires it — not just when it will bring them glory.
Sounds boring? But it can look like this.
Joan Harris is the poster girl for the getting-secure orientation. She values efficiency, decorum, and accuracy and expects everyone to do their part. She also values long-term financial security, which may or may not be tied to her continued employment at Sterling Cooper.
The opposite of the getting secure orientation is getting free: “Derr describes people with this orientation as ‘hard to work with, impossible to work for, slippery as eels to supervise and manage, and infinitely resourceful in getting their own way.’ People who value getting free want autonomy and self-direction.”
Right. Yes, they’re both silvertongued hotties preternaturally good at their jobs, but the similarity ends there. Joan wants the trains to run on time. Don wants to know he can always jump a boxcar and blow town. Their seventh-season conflicts shouldn’t have come as a surprise.
Office stoner Stan Rizzo is not going to be the poster boy for getting high, because that’s not what Derr is talking about:
These are people who care deeply about deploying their expertise, solving problems, creating new things, and feeling engaged. They are ambitious and sometimes idiosyncratic. Unlike professionals intent on getting ahead (who might take on boring but important assignments in order to win favor with clients or managers), those motivated mainly by getting high will gravitate toward work that provides greater stimulation, even if it’s low-profile or high-risk.
Speaking of modern, Ken Cosgrove is a quiet revolutionary who consistently values getting balanced:
People with this orientation want to enjoy objective career success, personal development, and close relationships, and they’ll strive to achieve all these goals over time. They are unwilling to sacrifice a personal life to career demands, but they’re also unlikely to coast in a job for which they are overqualified to free up their time at home. They want challenge, and fulfillment, both on and off the job.
Ken decides no account is worth being shot in the face. Go-getter Pete happily takes over the account.
Ken has published short stories–and continued to write under a pen name after being told that ad work left no margin for extracurricular activities. He handed over the prestigious Chevy account to Pete when the toll on his health became unacceptable. More than the other men, he talks about his children in the workplace.
Derr’s taxonomy isn’t meant to be a consultant’s version of astrology. Most people are at least somewhat motivated by all five of his categories–status, security, freedom, excitement, and balance–and people’s motivations may change over time as their circumstances do. Still, in general, most of us are going to identify more strongly with one or two of the types above. And we’re going to wind up teaching, managing, or working with all the other types sooner or later. It’s useful to get a sense of how they see the world.