 Yeah, hey, I'm welcome to my speed so 50 minutes 20 minutes, I don't know. Yeah about to rise motivational profile But it would like to do with you is first give some more information about Stephen Reese and the highest motivation profile That's the first thing the second is a possible application that you see what we can do with and the third one is show you a very and I Think critical example in the rice profile so the first thing that that's important if you would work with the rice profile is the third That we we see that that is a big changes in the last time and those people Working with people is crucial. So the last part of my slide is to say It's important that you don't change people that you choose the right people So and I think we have to give the answer why you choose Brunello Why you choose Brunello in this project? Why you choose Brunello in this team? So We have to to help people ask this question Why me and the answer of this is a part of the engagement That's the first one second if you we go to the profile We see that there are some important things about this what we what we're doing with with our profile It's it's a key to understand before is our self If you don't understand yourself, you can ask the question why to other people if you don't accept the question Why to you why ask the question to the other people? So it's important is the first one and If I know I know the motive of people. I know the Possible behavior so I can't prevent I think we have an instrument to prevent things Yeah, so if I can't prevent things I can also choose people Stephen Reese has made three Very big ideas the first is the 16 basic desire the second idea from Stephen is that he say The difference between people is the intensity of the profiles of the motifs and the third one is Self-hugging we go to the first one. That's the 16 basic desire and we have this in common That's okay That's an universal thing so that you can work with these people because it's universal for all the people the same and When we go to the motive we can see that Motifs are D are there from childhood. So we can also do the profile with Childs because it's always go through our life and discontinuous. So it's never satisfied So if you ask if you do some things in your motifs and values After 10 minutes is hit pop up. So it's not the muscle Pyramid, but it's always active. So you can always activate your Your motifs they are never satisfied and it's continued So that stays very stable and that's important I think also for the work that we do with people is that we have something that's stable. It's not changeable So our intrinsic motivation. It's always there. So we can always Look and the engagement of the people with the intrinsic motivation Yes, when when we look at the Motif motifs, we are very very close to the very intrinsic part of the people So we are not in the behavior. We are in the intention Perhaps it's also important when we work with with the motifs that we are very very deep in the people people intrinsic motivation So normally what we do here is before we go in the action because before we put people in the context Before we do people in the action. We have to look at the people Because at the moment that they put Brunello in the action the action is done And now you have to correct some time and that cost a lot of money a lot of time So give Brunello the change at the beginning to be himself in the project to be himself in the development To be himself in what he is doing And if you do this, yeah, you prevent troubles And you have done if you have done the profile, I think There is important information about the intensity and only two percent of our population as we are very radical In their motives. So the high striving or the weak striving So two percent of the population has a very very high striving Significance is that these people don't have ever an alternative. So they work 24 hours 365 days with this motive all the action that they do go through this motive So it's a part of their self and they don't have alternative The other other part here the second part. It's 14 percent of the population It's main motives, but they have some possible alternatives And 60 it's the gauche curve 68 percent of the population are in the yellow part That means that we can always work together because 68 percent we understand each other, but for this two percent is impossible to To accept the the values of the other people If we go in the intrinsic motivation You see independence as an example and you see there is a lot of green and red Also in between. So if you look at the part in the middle, there is a lot of green and a lot of Read, right? So there are the two position. So these people can work very well with the one position in the In the independence, they can be also sometimes dependent and they can be also sometimes independent And if you look at the two extreme, that's that's give us an information about the motivational distance Yeah, between people. So all people has a sort of motivational distance Yep, close. There we are. Yeah, better. We can work together So that's that's the second Thing and the third thing that Steven Reeves has Take take out is the self-hugging and if you like your motives and it's a part of you Your body is working with this motive Normally you think that all the people share the same motive all the people share the same emotion So I think always all the people share my emotion and I don't know why Some people don't react. So that's that's self-hugging. So that's now you have the three main Findings of Steven Reeves now I would like to go in in the second part. The second part is to look a little bit about possible Implication we have an instrument that gives us the possibility to make a diagnosis to prevent So do to work before you go in the action because before you spend money in resources and Give you an information about Four four areas The first area is myself and that's the diagnosis I give the possibility that I make a diagnosis of my motives The second part is at the moment that I work with some else I have a possibility with the rice profile to make some prediction If we two we work together and I look at our motives I can predict Something that we go go directly we do wow and something that perhaps we have troubles So that's the second part So that's prevent something or a prediction and the third part is important in the management If I took a team together More people I have now the possibility to make some prevention So If I took together these people and I say some difference in the motivation I can now before the people go to action to action Look at possible prevention and this part is here is always without context That's only about people and now I can put the people in the context and say what have what what kind of goal they have Together what kind of goal these two have together and so I can make the distinction and I can uh Choose the right person or choose the right team Um when we go in the project or in project management, we are now making a research if there is In the in the different project that we have task complexity and social complexity If there is some evidence that some people with some profile can affect positive or negative as The kind of project example if you know a little bit brunello And if you took brunello here and do you do it in a standard project? He will change this project because I would like to influence and I like this kind of project I like project I knew I like project they affect the organization that affect the society So and if you put me here That's the wrong thing to do or if you Took this one here and you took it here. It can change the situation So rice profile gives you a possibility to prevent to make a diagnosis about The possibility to choose the right people Examples that we do now with the university of burn We are looking at projects and we are looking if if it's true what we say And we find out some evidence about some motives of steven reese And you see that's the motive constellation from people that like this kind of project This is the kind of motivation from people that like to be in standard project project that they don't have to change that they have a routine Yeah, and here you see the people that like to be in this kind of project and here people that are like to be in this kind of project So the steven reese give us an information to prevent and to Position people in the right position in the right projects And we are sure if you can be in the project that you like If you can do that what you like to do normally you do it good and you do it engagement So that's the idea behind What we do is the following we have the the profile of of the people and the first thing that we do We look at the kind of project now we have possible three project manager or manager or leaders And now we can choose if this leader here is good for this one And I have here the emotional distance of these three so that you can see how Far they are in the emotional distance So that's the first thing that we do the leader and the second that what we do is look at the leader Look at himself and now look at the people that he has That's the employees or the that's the part of the count. Yes. Thank you. That's the part of his team So and now we look at This one with the team and always with the goal. It's an acceptance project Uh, I think we can go here Why it's important to see and to have the information about the motives and values It's important because it gives us the possibility to go in this direction The wrong people at the wrong situation Make some time mistake mistake cost a lot of money cost a lot of time cost a lot of resources And the rise profile gives us the possibility to make the best combination of people For the goal on the task that you have and I would like now to show you as the last thing Um What kind of consequences what kind of risk? Decision for a leader on another can be in the organization. That's a real organization There are two sales leader in the automotive branch leader of sales leader of I think 40 people And this was the the previous leader A very agile leader you see and at the profile very flexible very agile Prepare to all the risk no problem always changing things and the population that he has It's normal. He took in population that are also flexible. You will see the people after And the the the leader of him decided to change and say you have to go to the hunger hungry to another Country and he took this one here with two Motives family and order He blocked completely the completely organization for three weeks He was in austria and what he has done he prepared To come to germany and his separation war was excel sheets Controlling sheets, huh? He all the rules. He made a completely plane of rules First and the second thing in the first Uh Working work a week. He says to all these people. I am available for you from monday 12 o'clock to friday 12 o'clock finito buster For an agile organization. They worked sunday sunday. They was always on the week The the the manager was always prepared to give ask and to give answer it. It was Catastrophe The intention for him was a good intention His intention was I would like Because I think all the people Need and like to be family and like to be orderly and he changed completely the organization And this was these people here was completely blocked because in their organization There was only one here with order high and family. There was only three Only three people had a sensation what is family and had a sensation what is liking to be orderly I was in the in the car with these people with him And I had a lot of mails and questions from the people and for three weeks that was completely blocked They spent a lot of a lot of money after them to change and he's changed Now here he has a sensation so with the rice profile from him and with the rice profile from the from the people We can make coaching that help him to be effective. So, yeah Main message Of the rice profile is please look that you put the right people in the right position and please Look at the why of the people if you know the why put it in Possibility in situation in teams that they can work with you as well. So, thank you. Thank you for being here. Thank you