Below is a tool that clearly articulates differences in thinking, behaviors, and attitudes between people who are primarily contribution motivated and the alternative - what we call being primarily deficiency motivated. We use this tool to help us provide feedback, select contribution motivated people, and advance our culture.
Motivations and Behaviors
For Individual and Organizational Success
To be successful long term, we need employees who are motivated to maximize their contribution to the long-term success of Koch Industries consistent with Principle Based Management and have the ability to help the team succeed. Rather than perfection, we expect employees to be predominantly contribution motivated rather than deficiency motivated.
|People Who Are Contribution Motivated...
|People Who Are Deficency Motivated...
Recognize what they are and are not good at (reality-based view). Prefer meaningful work.
Have personal values of integrity and humility.
Know when they need help and ask for it, especially with compliance.
Don’t believe they can contribute.
Are overconfident in their abilities.
Are extremely sensitive to feedback and criticism.
|Striving to Realize Potential
Are lifelong learners – are curious, seek feedback and demonstrate courage in learning their talents and what they are passionate about.
Define success as making a positive difference for others.
Seek responsibilities that align with how they can contribute the most.
Are passive (want to be told what to do, don’t think for themselves).
Are comfortable with the status quo; find excuses for not changing or improving.
Measure success in comparison to others (money, status, pedigree, titles, etc.).
|Seeking Mutually Beneficial Results
Are intentionally inclusive, treat everyone with respect, and collaborate and work well with others.
Proactively share knowledge and ideas, provide and solicit challenge, develop knowledge networks, and build trusted relationships.
Work in a mutually beneficial way to drive results for the company and key constituents to create the greatest long-term value.
Believe everything is a competition and have a win-lose or silo mentality.
Game the system, take shortcuts, don’t share information. Try to succeed at the expense of others.
Blame others for failures and mistakes. (When it doesn’t work out, “It wasn’t my fault.”)
Demonstrate courage in dealing with the unknown and challenging situations (problems, change, new opportunities).
Have grit, resilience, and can-do attitude.
Always push to find new and better ways to do things. Focus on results and outcomes.
Go through the motions, have weak work ethic, avoid responsibility and accountability.
Are protectionist, resist change, and have a “not-invented-here” mentality.
Quick to complain rather than finding, recommending, and implementing solutions.
Understand it Better
Contribution Motivated - Unscripted
Leaders discuss what it means to be Contribution Motivated and the importance of feedback.
Contribution Motivated - Illustrating MBM
It says "MBM," but the principle is timeless! Hear inspiring stories of what it means to be contribution motivated.
What We Look for When We Hire
Listen to Charles Koch discuss how we must hire contribution motivated people.
Contribution Motivated: Values Come First When Hiring - Unscripted
Leaders discuss the importance of hiring those who are contribution motivated and what happens when we don't.
Looking for Virtue AND Talents - Unscripted
Listen to leaders discuss why we care about VIRTUE and talents, not just skills, when hiring.
These contrasting examples can help you better understand what it looks like when someone is contribution motivated.
- Day-to-Day Work
During an interview, Ginny showed self-awareness. She described what she learned about herself in each job. Ginny admitted that she gets bored easily and often moves on once she's mastered something. She said she feels most energized when she can help her teammates and see the effect of their work.
During an interview, Jorge showed he lacks self-awareness. He artfully talked about how managers in his previous jobs made it difficult for him. When asked about feedback he received, Jorge discounted his performance reviews and clearly believed his previous supervisors undervalued his abilities and achievements.
Lee is an environmental engineer whose team recently finished a large project updating the facility's watershed and irrigation equipment. Lee proactively talks to his supervisor to discuss other ways to contribute. In the near term, he uses some of this "downtime" to get current on the newest water quality measures.
Lana is a data analyst who recently finished automating measurement reports. She now has some "free time" while waiting for her supervisor to provide the next assignment. Lana uses the time to get caught up on her personal email and plays on her phone a lot.