The motivation of workers are based on intrinsic and extrinsic motivations. Intrinsic motivations are the easy face of the problem of motivation. The include "eat", "love"... Extrinsic motivations are much more difficult to identify. The CHAMPFROGS model describes them in several categories. Let's study them.


For the people this value is important, they should have a variety of things to investigate and to think about.

Curious workers need to understand how things work. They don't need to have rewards: the knowledge they acquire is their reward.

To motivate these people, develop the discovery and invention activities in their job: try new tools, new processes, solve the team's problems, ...

The organizations where this value is the most represented are Research & Development centers, and universities.


For the people this value is important, their values should reflect in their work.

To motivate these people, they need to see their own values reflected in the code of conduct or the value system of the organization.

For them, self-discipline is a requirement. Balance values such as honesty and friendship, or ambition and tranquility. 

The organizations where this value is the most represented are religious institutions and the army.


For the people this value is important, it's important that colleagues approve of what they do and who they are.

These people need a positive self-image and avoid conflict and criticism. They often lack in their sense of self-worth. It's very important for them to get the approval of peers or partners.

To motivate these people, improve their self-esteem, hire people that add distinctive qualities to the organization.


For the people this value is important, their work should challenge their competence but stay within their abilities.

The Mastery value is between the need of power (approach of the Professor Reiss) and the crucial need (approach of the Professors Deci and Ryan).

To motivate these people, choose the appropriate tasks. Some people enjoy easy tasks while some other need to feel challenged. And make sure to automate the repetitive and boring activities, or subcontract to another business.

The organizations where this value is the most represented are consultancy companies.


For the people this value is important, they need to influence things in the world. It's an intrinsic motivation.

To motivate these people, empower people. They should take responsibility and act as leader. This value is often associated with dominance, leadership, and imposing one's will on others.

The organizations where this value is the most represented are political parties, and secret services.


For the people this value is important, they need to feel independent of others with their work and responsibilities.

To motivate these people, they need to not be dependent on others, they prefer do everything themselves.

This value is not allowed in a hierarchical structure: people need authorization for anything they wish to do. But it's allowed in a self-organizing teams.

This value is closed of empowerment of workers, but in the same time, they can feel bad if all decisions are always made collaboratively.

Introvert people appreciate this value.

The organizations where this value is the most represented are start-ups.


For the people this value is important, they need to have fulfilling social contacts with others in their work.

It's an important value for everybody. But extrovert people especially appreciate a lot this motivator.

To motivate these people, you can set up a relaxed and open office space and encourage people to engage outside the company. The people seeking to improve their position in the organization can be motivated by power or status.

In the case of a remote or distributed team, this value is more difficult to develop. In this case, encourage chating and playing.


For the people this value is important, they need enough rules and policies for a stable environment.

All individuals need order and certainty. It's an intrinsic need. It's why often they resist to change.

To motivate these people, as the organization changes, you should reinforce certainty. Generally, pay attention to reduce the number of unpleasant surprises in the day. And adapt to people:

  • propose a preferred desk if people work at different desks,
  • propose stable incomes if people have variable incomes,
  • make write job descriptions if people need to know exactly what you expect from them.

The organizations where this value is the most represented are traditional factories.


For the people this value is important, they need their purpose in life or need for direction is reflected in the work.

According to the Maslow's hierarchy of needs, the levels are :

  • levels 1 and 2 are physiological and safety needs: to have a job;
  • levels 3 and 4 are belonging and esteem: to have a career;
  • levels 5 and 6 are intrinsic motivation: the self-actualization.

To motivate these people, clearly communicate what the company tries to achieve in the world. It's important the personal goals of these people reflect in the work they do in the company.

The organizations where this value is the most represented are charity organizations.


For the people this value is important, they need their position is recognized by the people they work with.

To motivate these people, use awards, brand names, privileges, recognition, long job titles, favorited parking spaces, spacious offices, ... You should offer them opportunities to make progress in the domains that matter to them. You should too make recognize their achievements in a fair and transparent way in the company.

But pay attention to offer the status for their real capabilities, not for their talent at playing political games.

The organizations where this value is the most represented are sports and fashion.

Pensées pour mieux produire

Soyez prévenu dès que mon livre "Pensées pour mieux produire" sera disponible à la vente !

DevOps, Agile, Scrum, Kanban, XP, SAFe, LeSS, Lean Startup, Lean UX, Design Thinking, Craftmanship, Management 3.0, ...


Bruno Delb

Agile Coach and DevOps, with an experience in the Medical Device software domain, Management 3.0, Agile games and development (especially on mobile) are my passion.