In my journey as a motivations coach and leader, I’ve encountered many tools designed to analyze behavior and preferences—PI, DISC, Myers-Briggs, and countless others. While these tools can provide valuable insights, I often feel a sense of frustration. Why? Because they can feel surface-level—focusing on “what” we do without fully addressing “why” we do it. As someone deeply engaged in understanding inherent motivation through the MyNeeds model, I believe this distinction is critical for creating meaningful, long-lasting development. 🧩✨

Let me take you through my personal reflection on how PI and psychological needs connect, and why the real magic lies in uncovering the “why.”

1. PI and the “What” of Motivation: Observable Behavior 🧩

PI is a useful tool when it comes to understanding how we behave or prefer to work in different situations. For example, my PI profile shows:

• High A (Let me lead): I prefer to take initiative, drive projects, and assume responsibility.
• Low C (Give me variety): I have a high need for change and new challenges.
• High D (Give me structure): I thrive when there’s structure and clarity in how things are organized.

This paints a picture of someone who enjoys leading with purpose in environments that allow for variety but within clear structures. It highlights my preferences in specific contexts, and at a glance, it seems like a good representation of my “driving forces.” But here’s where I pause. Is this truly what drives me, or are these just the behaviors that manifest when certain deeper needs are met (or unmet)? 🌊

PI and similar tools tell us what we do, but they don’t dive deeply into why we’re motivated to do these things. And that’s where MyNeeds comes in.

2. MyNeeds and the “Why” of Motivation: The Core of Human Behavior 🌱

In contrast to the surface-level approach of PI, MyNeeds focuses on the underlying psychological needs that fuel our actions. It explains the root causes of our preferences, behaviors, and even our frustrations. Here’s how it works for me:

• Growth (94%): My strongest need. I’m driven by a desire to learn, improve, and evolve. If I’m not growing, I quickly feel stagnant and lose motivation.
• Contribution (83%): I find purpose in making a difference, whether by helping others or creating meaningful outcomes.
• Variation (78%): My need for variety means I thrive when I’m exposed to new challenges and experiences.

These psychological needs aren’t just preferences—they’re core aspects of who I am. My high need for growth explains why I’m drawn to roles where I can lead and create change (high A on PI). My desire for variation explains why I need frequent shifts in tasks and responsibilities (low C on PI). And my need for contribution means I’m not just chasing success for personal gain—I want my work to have a tangible impact on others. 👐🌟

This is the key distinction: The “why” shapes the “what.”

3. Why I struggle with surface-level approaches like PI, DISC, and Myers-Briggs 😤

Here’s where my frustration with tools like PI, DISC, and Myers-Briggs sets in. These models often present drivkrafter (driving forces) as if they exist independently, disconnected from deeper internal motivation. For example, PI might tell someone:

• “You’re driven to lead.” ✅
• “You thrive in structured environments.” ✅

But without asking why, these statements lack depth. Are they driven by a need for security and predictability, or by a desire to control outcomes and make an impact? PI can’t answer that. Instead, it treats our preferences as static, when in reality, they’re deeply shaped by whether our psychological needs are fulfilled or neglected.

💡 The problem: Surface-level models risk misinterpreting behavior or offering “cookie-cutter” advice. They don’t consider that a person’s observable preferences can shift dramatically when their underlying needs change.

🔍 Example:
Imagine someone with a high A (leadership drive) on PI. PI might suggest they’re naturally drawn to leadership roles—but what if their desire to lead comes from an unfulfilled need for recognition (significance)? If they were to address this need internally, their drive to lead might shift or diminish. Without exploring why they’re driven to lead, you risk making incorrect assumptions about what truly motivates them.

4. The Real Power of Understanding the “Why” 🔑🌱

When we dive deeper into the psychological needs behind behavior, we can:

• Identify when behaviors are sustainable versus when they’re compensatory. (Is someone leading because they genuinely love it, or because they’re trying to fill an unmet need for status or control?)
• Support long-term development by addressing the root causes of motivation, not just the symptoms.
• Adapt and evolve more effectively since psychological needs are flexible and can change over time, while static labels like “leader” or “collaborator” may not.

5. A balanced view: How PI and MyNeeds can work together ⚖️

While PI and similar tools can feel limiting on their own, they can be powerful when combined with deeper models like MyNeeds. Here’s how I see them working in harmony:

• PI provides a snapshot of current behaviors and preferences (the “what”).
• MyNeeds uncovers the deeper drivers (the “why”) behind those behaviors.

For example, my low C on PI tells me I have a high need for variety. My 78% need for variation on MyNeeds confirms this, but it also explains that this need is linked to my desire for growth and learning. Without understanding this deeper link, someone could assume that my need for variety is purely about novelty, when it’s actually about seeking experiences that help me develop. 🌍💡

Similarly, my high A on PI (leadership) aligns with my psychological need for contribution. I lead not because I want power or control, but because I’m driven to create meaningful outcomes. When I’m in an environment where I can both grow and contribute, my leadership feels natural and fulfilling. But if these needs aren’t met, that same leadership drive could turn into stress or burnout.

6. What this means for coaching and leadership 🧠🌱

As a motivations coach, I’ve learned that lasting change and motivation don’t come from surface-level insights. If we focus only on observable behaviors without understanding the deeper drivers, we risk missing the bigger picture. True development comes from:

• Exploring the “why” behind behaviors and addressing any unmet psychological needs.
• Creating environments where core needs are met so that behaviors like leadership or collaboration naturally flourish.
• Recognizing that behaviors can change when underlying needs shift—nothing is static.

Final thoughts: Moving beyond the surface 🌊🌟

Tools like PI, DISC, and Myers-Briggs aren’t inherently bad, but they’re just the beginning. If we stop at the surface, we miss the opportunity to create deeper growth and transformation. By combining observable insights (the “what”) with psychological depth (the “why”), we can unlock sustainable motivation, healthier work environments, and more authentic leadership.

💬 Have you ever felt frustrated with personality assessments that don’t dig deep enough? What’s your take on balancing surface-level tools with deeper models of motivation? Let’s discuss! 🌟