Motivating and developing employees can be a delicate balancing act for even the most experienced contractor. Those who succeed use techniques that motivate employees in the long-term and start each worker's employment with a positive, career-focused orientation. Sam McGee of Monroe, N.C.-based McGee Bros. Co., says he wants everyone his company hires to think of becoming a manager. Strict behavior and dress codes leave crew members of all ranks with a clear grasp of what it takes to progress higher at McGee Bros, where employees are expected to look like "businessmen." Motivation expert Matt Stevens, president of The Stevens Group, advises clear, nonarbitrary identification of what it takes to progress at a company. Incentives should be measurable, believable, and limited to five or fewer to maximize the potential for success. If a company rewards and recognizes good performance in an arbitrary way, employees are less likely to be motivated than if a clear points system is used that everyone understands and agrees upon. McGee Bros. uses a bonus system in addition to recognition techniques. Stevens's company administers just one of several personality profile assessments on the market that are helpful tools for crew analysis. Stevens believes that the two leading causes of conflict are differences in pace and values in the crew members. Pace relates to how quickly someone makes a decision. For example, some people want just 80% of available information before reaching a conclusion, while others want 95%. This trait is one that can be measured with assessment tools. Values are slightly more complex, and there are six types that workers have in a variety of combinations: (1) economic focus (money is a strong motivator for the person); (2) theoretical focus (enjoys gathering knowledge for its sake); (3) social focus (wants to be sociable and have fun at work); (4) political focus (wants power); (5) aesthetic focus (wants a harmony of things and people); and (6) regulatory focus (wants to go by the rules). After analyzing crew members and talking with them to find out their career ambitions, your next step to creating stronger motivation should be to choose techniques that are well-suited to your crew. Motivation experts have found that there are two types of motivators--recognition (intangible) and rewards (tangible). The intagibles have a much more profound and longer lasting effect on crews than the tangibles. The following have proved to be effective intangible motivators for construction crews: recognition for a job well done; a feeling of job security; inclusion in a team; and help with personal problems.