Pursuing a professional goal can often feel like an arduous mountain trek. At the outset, the peak seems deceptively close, yet halfway through, when exhaustion sets in and the slopes grow steeper, the temptation to abandon the journey becomes all too real.
According to experts, the only force keeping a professional on that path is motivation – defined by psychologists as the impetus that provides purpose and direction to human behaviour, reports BBC.
To help individuals navigate these challenges, psychologist Ian MacRae and science writer David Robson have developed a framework identifying six distinct motivational profiles.
Grounded in Self-Determination Theory (SDT), the research distinguishes between “intrinsic” drivers, the things we truly want to do, and “extrinsic” forces, or the things we feel we must do.
Science suggests that those fueled by intrinsic “want to” motivators generally experience superior outcomes and greater well-being than those driven by external pressures.
The study, which builds on earlier research by MacRae, Professor Adrian Furnham of University College London, and Jessica Tetchner of the University of Greenwich, suggests that professional values typically fall into six categories.
Three of these are classed as intrinsic motivators. The Self Starter is driven by autonomy, seeking independent and active participation that allows for self-expression.
The High Flier seeks recognition, motivated by power, status, and public acknowledgement of their achievements. Meanwhile, the Bridge Builder is fuelled by affiliation, finding purpose in social connection, teamwork, and mentoring.
The remaining three profiles are driven by extrinsic factors. The Wealth Builder is motivated by compensation, focusing on material rewards such as pay, bonuses, and perks.
The ChillMaxxer prioritises conditions, valuing work-life balance and a convenient environment that does not compromise personal life. Finally, the Solid Grounder seeks security through predictability, regularity, and psychological safety within an organisation.
The effectiveness of these drivers is supported by research from Marina Milyavskaya, an associate professor at Carleton University. Her studies indicate that individuals with intrinsic motivations make more progress because they perceive obstacles differently; for instance, a dieter is less tempted by distractions if their goal is a personal lifestyle choice rather than a societal imposition.
However, motivation is rarely static. MacRae and Furnham’s research indicate that while younger professionals are often more driven by extrinsic factors like compensation, older individuals tend to value autonomy more highly.
These differences frequently level out when current income is considered; those facing financial strain are naturally more focused on material benefits, while the comfortably well-off may prioritise self-expression.
For team leaders, understanding these archetypes offers a strategic advantage. Managers can better engage employees by appealing to their specific drivers, perhaps by communicating a company’s broader purpose to satisfy a Bridge Builder’s need for affiliation or by offering personal growth opportunities to a Self-Starter.
This framework currently forms the basis of an ongoing, anonymised BBC Motivation Study. Participants can receive a personalised report on their primary drivers by completing a questionnaire on BBC.com.
As data collection continues, researchers expect to publish more detailed strategies later this year to help professionals shift themselves out of a rut and prepare to climb their personal mountains once more.
