Drives theory

Every individual is born with a certain degree of talent, intelligence, social abilities and skills. One person is more clever, the other more handy, while another may have better social coping abilities.

Management Drives can help answer the question as to why the talents and abilities of an individual are or are not being harnessed. Having a good CV and excellent assessment results are a good start. But once you start working together with the person, what exactly will he do, what drives him? And what does this mean for the group of which he is a part?

Determining drives

Management Drives help determine the drives of individuals, groups and organisations. Drives form the link between what you think you can do and what you are actually going to do. In this way, drives provide direction for your abilities, but do not say anything about the quality of those abilities.

We distinguish between the following six drives:

  

Rejection

People are driven by a unique combination of drives. On the one hand, we are attracted to certain drives, while, on the other, we reject drives. An account management with an Orange drive will hold the opinion that rules should be dealt with flexibly in order to serve the client as best as possible. His colleague in the back office, however, will believe that (Blue) rules should apply to everyone, always, without exception.

If the account manager rejects Blue behaviour, his colleague’s attempts to work according to the rules will cause irritation in him. The combination of attractive and objectionable drives is as unique for every person, group and organisation as a fingerprint. Management Drives measures and visualises rejection separately.