Motivational Intelligence
- Frank Manfre
- Jan 21
- 3 min read
Many employers use assessments when hiring to improve the odds of a good fit. One is intelligence, measured as IQ or intelligence quotient. An IQ score measures a variety of skills from verbal to spatial. This trait, in the abstract, is typically considered desirable in school, the workplace, social success, and beyond. But research is clear that it's not the only trait that determines how an individual will fare in life. The second assessment can be for a candidate's emotional quotient or EQ which is geared toward evaluating people skills.
A newer school of thought has identified a third trait dubbed motivational intelligence (MI).
MI is the mental capacity to direct and sustain energy on a particular task or situation and psychologists recognize that motivational capabilities are critical to real-world problem-solving. MI is the study of how people act and react to life’s situations. It also reflects the person’s ability to direct attention and energy toward learning about and functioning in situations characterized by cultural differences.
Here is a summary of what experts say people with high or low MI think and behave:
High MI
“I own it”
Believes in unlimited potential
“I can learn anything”
Knows that success takes effort and time
“I am in control of my destiny”
With risk comes reward
Win or learn, no losing attitude
Proactive on strategy
Low MI
It’s someone else’s fault
“There’s nothing I can do”
“It’s not my job”
Believes potential is limited
“It’s easier for other people”
Seeks instant gratification
“I should stick with the known”
Will avoid failing at all costs
Reactive to pressures
Three Main Motivators
Harvard psychologist David McClelland is a major theorist of motivation. McClelland proposes three main motivators for people with each kind of motivation as a different path to activating the left brain's reward centers which increases our drive and persistence and makes us feel good.
The need for power in the sense of influencing or impacting other people. There are two kinds of power: One is selfish, ego-centered power, without caring whether the impact is good or bad - the kind of power displayed by narcissists, for example. The other is a socially beneficial power, where you take pleasure in influencing people for the common good.
The need to affiliate; taking pleasure in being with people. Those who are high in this affiliation motive are motivated by the sheer pleasure of doing things with people they like. When working with others toward a common goal, people motivated by affiliation find energy in how good we'll all feel when we reach that goal. Great team members may be driven by the affiliative motive.
The need for achievement, reaching toward a meaningful goal. Those high in the need for achievement love to keep score and get feedback on how they are doing, whether this means just hitting their numbers for a quarterly target or raising millions for a charity. People who are strong in the achievement drive continually strive to improve; they're relentless learners. No matter how good they are today, they're not satisfied with the status quo; they're always trying to do better.
When interviewing job candidates be sure to have questions prepared that will provide insight into the person’s motivations. The questions should be designed to have them give you a glimpse of their motivational intelligence and beliefs. This is just as valuable as knowing their cognitive ability and emotional intelligence.
Frank Manfre
Job Search Sherpa
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