■ The need for achievement.
■ The need for power (having control and influence over
people).
■ The need for affiliation (to be accepted by others).
All effective managers have these needs to a certain degree, but
by far the most important one is achievement.
Achievement is what counts and achievers, according to
McClelland, have these characteristics:
■ They set themselves realistic but achievable goals with some
‘stretch’ built in.
■ They prefer situations which they themselves can influence
rather than those on which chance has a large influence.
■ They are more concerned with knowing they have done well
than with the rewards that success brings.
■ They get their rewards from their accomplishment rather
than from money or praise. This does not mean that high
achievers reject money, which does in fact motivate them as
long as it is seen as a realistic measure of performance.
■ High achievers are most effective in situations where they
are allowed to get ahead by their own efforts.
WHAT DO ACHIEVERS DO?
High achievers do some, if not all, of the following:
■ They define to themselves precisely what they want to do.
■ They set demanding but not unattainable timescales in
which to do it.
■ They convey clearly what they want done and by when.
■ They are prepared to discuss how things should be done and
will listen to and take advice. But once the course of action
has been agreed they stick to it unless events dictate a change
of direction.
■ They are single-minded about getting where they want to go,
showing perseverance and determination in the face of
adversity.
■ They demand high performance from themselves and are
somewhat callous in expecting equally high performance
from everyone else.
134 How to be an Even Better Manager