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Nate lewis   My Press Releases

Munroe Global Featuring: Intro To Success and National Influence | Dr. Myles Munroe and Kahler's Five Drivers: Which One Is Yours?

Published on 3/8/2019
For additional information  Click Here

In this series Dr. Munroe Teaches how to be a person of success and influence on a national level. For business and governmental leaders and community builders this is vitally important because true change is experienced not through manipulation, but through positive influence. [video and more below] This Message is apart of the series "Kingdom School of Success and National Influence". Kingdom School of Success and National Influence Titles: 1. Intro to Success and National Influence 2. Influencing and Impacting Without Imposing 3. Understanding The Principle and Principles Of Truth 4. 10 Keys For Personal Success 5. Keys To Exalting A Nation You can purchase the complete album via the link below. Available in CD, DVD, MP3 and MP4. http://bit.ly/SuccessandNationalInflu...

 

Kahler's Five Drivers: Which One Is Yours?

By: Eddassi Hassane

 

 

In 1975, Taibi Kahler, an American author, psychologist and presidential communications

advisor, established and developed what he called "the five human drivers" or "the big five" that

influence the path of our lives in several facets (personnel, education, professional, network…).

According to Kahler, drivers are born with us then evolve over our lifetime (mainly during

childhood). They guide our behaviors, decisions and choices. They are affected by our families,

education and community and are occasionally called "the voices of external authorities" (parents,

teachers, society). The five human drivers are:

Be strong

Be perfect

Please others

Hurry up

Try hard

Many researchers consider drivers as motivators that influence our thinking, feeling and

behavior. Each one of us has one or more dominant driver.

1. Be strong:

Over our childhood, we were frequently asked to be strong. Parents or teachers used

several expressions such as: "you have to be brave", "a big boy does not cry" or "life is a struggle,

and you have to fight". This situation constructs a person influenced and directed by the "be strong

driver". He/she does not grant the right to error, sees the call for help as an admission of weakness

that should not be shown, believes to be invulnerable and considers life a daily struggle that must be

won.

A "be strong person" is result oriented, actively hides emotions (even positive ones),

autonomous, independent and manages most of the situation by him/herself. He/she can resist to

pressure and handles stressful situations while taking high risks. He/she has great reluctance to

request any help and may disrespect those asking for it.

As a consequence, a "be strong person" does not demonstrate feeling, thinking or emotion,

believing that it is an admission of weakness. He/she is hard with him/herself and others, like to

dominate and may find him/herself in a relational and emotional isolation, especially by being

intolerant towards those appearing as weak.

2. Be perfect:

The origin of this driver is families’ or teachers’ observations like: "you can do better", "I

expected better from you", "don’t make any mistake" or "it’s good, but I would have liked you to do

more". Such comments create an individual obsessed with one objective: being perfect.

"Be perfect" people are drown in details, fear judgment, control everything, delegate almost

nothing, have mastery of all details but may lose sight of the original objective. They focus on

everything that is wrong and not on what is going well and may even demand the impossible. They

can be good administrators, good auditors but tend to see what is not going rather than what goes.

Such person can produce an excellent work but not always on time because he/she is lost in

details and has no ability to evaluate priorities. Furthermore, he/she raises the bar too high and

seeks the best solution. Regularly dissatisfied with himself and/or others, he/she can become rigid

and imposes his/her own rules.

3. Please others:

The "please others" driver characterizes a person who neglects his/her own needs to satisfy

others. His/her behaviors are driven by the following beliefs: "I should adopt myself to others", "the

others are more important than me, and I constantly need their esteem" and "say no? NEVER!"

This driver is originated from situations when we were told: "do not be selfish", "think more

about others", "you make me feel sorry" or "you are really not nice". These situations shape an

individual convinced that he/she should be kind, devoted and attentive to others in order to be

comfortable with them and deserve their esteem.

A "please others" person tries hard to satisfy others, could not dare to say "NO" for fear of

being rejected and is afraid to disappoint others. This person integrates well into a team yet does

not lead it. He/she can be attacked by others and apologizes (too) easily, however, he/she may be a

victim of its too great sensitivity and dedication because he/she finds great difficulty in

confrontation and can be forgotten behind the desires of others.

4. Hurry up:

This is the kind of a person who works in a hurry and puts a lot of pressure to do better and

well in less time. For him, only fast actions and decisions count.

This is driven by directives such as "decide quickly and immediately", "avoid others that will

ultimately slow you down", "go, go, you are too slow", "at that speed, you will never get there" or

"haven’t you finished yet?".

This driver is associated with the conviction that in a world of constant acceleration, one

must always go faster. To achieve something, you have to go fast because "taking time is a waste of

time". Time is so precious that it cannot be spoiled by endless discussions and reflections, hence,

you have to make decisions quickly, go straight to the point by eliminating everything that is

incidental, work quickly and know how to function in an emergency. A "hurry up" person is usually

bored when there is nothing to do and can put himself in pressure by taking more than he can

assume.

In addition, this person is reactive, even impatient, quickly finds solutions and simplifies

procedures to save time with the risk of scattering. Often autonomous because he/she leaves the

others behind, is irritated when others are hesitant and continues to weigh the pros and cons. Needs

to move, to move forward, to run, to project and to train the others. Always in a hurry, and

sometimes ends up in a burn-out situation.

5. Try hard:

The fifth and last driver is associated with persons that work without ever stopping. They

never relax and for them, the energy spent is more important than the success of the project itself.

They lose sight of the desired result and fear criticism.

This is rooted in the personality based on requests such as "when you do something, get

yourself totally involved", "you really have nothing left to do?", "do not achieve goals one by one" or

even "you have no merit, it was easy".

A "try hard" person gets enormously involved in what he does and can deploy a lot of energy

for a project. Sometimes the most important thing is not necessarily the result but the effort that

has been made. He does not like what is easy or obvious and believes success requires overcoming

difficulties.

Furthermore, he/she is active and highly applied, likes to exceed (and surpass him/herself),

knows how to recognize the efforts of others and is ready to help them go further. Nevertheless, he

may be particularly harsh towards those he considers lazy. He devalues their results (and his own

too) if he feels they have been obtained easily or without any particular effort.

It is imperative to understand and master the five drivers as this is a way to comprehend our

personalities. Drivers are useful tools in human resource management, helping managers deal

effectively with staff based on their prevailing driver (s). The ultimate goal is a better management

strategy allowing the achievement of the desired results.

Hassane Eddassi; Ph.D. topics of interest: tax, marketing, management, ethics. eddassi@gmail.com

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