Suitable professions

Which tasks suit me?

This question does not only arise again and again during school time and studies. The answer is depth motivation. Each basic need prefers its own environments and activities.


Enforcement: Life needs change, to develop, to move forward and to assert one’s own wishes. Adventure and change are in demand. It should always remain exciting, variety and challenges are important. Routine work is perceived as a compulsion against which one wants to defend oneself.

Belonging: Life needs community, to be well integrated, to adapt and to communicate with each other. Contacts, communication, conversations, belonging to a lively circle of colleagues. Lonely work, on the other hand, tends to make you feel sad.

Safety: Life needs continuity, being safe, avoiding danger and staying healthy in the long run. Regular tasks, dealing with reliable, comprehensible topics or things, doing something that is sustainable. Frequent changes, hectic or risky activities lack calm and stability.

Individuality: Life needs independence, to be something special and to be recognized as an individual. To create something exclusive, to be a sought-after specialist, to pay attention to quality, to be independent of others. Adapting and doing something just because others think it’s good causes a lot of stress.

Realisation: Without knowledge we do not know where we come from, where we are and which paths we can take. Rationality, logic that can clearly recognize connections and structures, think, research and do something that makes sense. Whoever loses sight has a real problem.

Empathy: Without empathy we know neither the emotional causes nor the possible consequences of our actions. Harmony, a good working atmosphere, an emotionally responsible task, mutual openness. Purely objective arguments can lead to despair.

The motivation profile for career decisions

The personal motivation profile shows which needs are in the foreground. Tasks that are attractive for the strongest two or three basic needs fit best. The IPM system differentiates between 39 different types. Individually applicable recommendations are therefore to be expected. In the following example, security and belonging are the most pronounced. Such people correspond to the “counsellor” type.


To be successful means to achieve what corresponds to yourself. A security type is successful if it can go its way continuously and reliably. A person who belongs is successful if he or she is well integrated in the circle of friends or colleagues. And so on.

Search for occupations

Suppose our example person, Edwin Muster, still goes to school and is not sure which profession would suit him. But he already has a few ideas. Now he calls up the comparison function “Matrix” and selects from the catalogue of teaching professions those that seem interesting to him.

Self_professions-EN(6)6.png Developmental competence results from the needs of “enforcement” and “individuality” (prevail with special achievements).
Motivation arises from the need for “enforcement” and “belonging” (you want to take others with you).
Consulting competence uses the basic needs for “security” and “belonging” (support people according to given rules).
Specialisation needs order structures (striving for “security”) and speciality (striving for “individuality”).

From the point of view of depth motivation, all professions that are quite close to one’s own profile are suitable. For our example, these are the professions “animal keeper” and “pharmaceutical assistant” – but also as “medical practice assistant” and “horse keeper”, Edwin Muster could be permanently satisfied.

Check job offers

Users of IPM can compare job offers, companies, possible superiors and partners with their profile. Text analysis is used for this purpose. The texts from one or more descriptions are analysed and compared with others.


The result is displayed immediately afterwards, for example:


Detailed notes and recommendations can be retrieved for each profile obtained through text analysis. This enables an intensive analysis of offers and relationships.

In the case of alternative offers, the profiles can again be visualised using the matrix function. Assuming that our example student, Erwin Muster, trained as a pharmaceutical assistant and discovered in practice that he enjoys the IT area. Now he can make a decision and check which offer suits him best.


The position as “in-house software developer” should be interesting, while the other two IT positions probably offer too few contacts and joint work, which are important to him.

The objective discussion (specialist knowledge, income, development possibilities, etc.) is not replaced by the comparison of the motives. But, this emotion matrix provides important clues and is intended to encourage a close examination. It is important to take oneself seriously in all decisions.

Shaping your own life

If you want to shape your life actively and positively, you will coordinate your goals and paths with your possibilities and the current and expected situations. At first this seems to be a rather rational task.

However, the question of the desirable goals already changes the logical task into an emotional one. We always want to achieve several things at the same time. This is of existential importance and part of our mostly unconscious self-control. For example, if you consciously steer to the right (good sense of togetherness) and your unconscious to the left (individual performance), then you are wasting your strength in your inner struggle against yourself. You are very likely to lose that. The instances in the depths of your soul are the real gods. They have power and time. Goethe already knew: Man is wrong as long as he strives.

Is it an alternative to let yourself drift and just do what you enjoy? You can try it. It will not succeed. Maybe you want to live free and self-determined. No problem. Instead of going to work, you just stay lying down in the morning. At some point you are really awake and want to have breakfast. Just go as you are, washed or not, dressed or not, to the nearest café. There’s still money in your wallet, but a dull feeling tells you that it won’t be for long. A voice from her subconscious says you’d better apologize to your employer for today and do your job again tomorrow.

For many people, this is a reason to give up self-management in their daily work. There are obligations, diaries, bosses or partners who tell you what to do. That makes bad feelings, but everything else too, doesn’t it? A self-determined life needs decisions that mediate between what motivates us in depth (our gods) and what so-called reality demands of us. Emotionally, it makes a huge difference whether you do what you are supposed to do or something you have decided to do.


Perhaps the most important question in self-management is: What do I actually want, what is really attractive for me – here and now.

What is attractive for the individual is determined by the structure of his or her personality. It is important to consider the partial aspects to be assigned to the basic needs in a way that corresponds to one’s own personality – and not to disregard any aspect. A person, for example, who primarily strives to live in peace with himself and his environment, does not have to pursue a career or make a name for himself as a special person. To be able to assert oneself appropriately and to get some recognition, should be nevertheless. It depends on the dosage.

What do you need in which dosage?

With its motivation profile, IPM shows, among other things, how strongly basic needs are pronounced. It answers questions that arise when you have to make decisions – i.e. when you take your self-management into your own hands.

Every person has unique strengths and experiences. Knowing them is the first step to a good self-esteem. Showing one’s own special characteristics leads to personal recognition by the people who are important to one. For this it is necessary to be authentic and to ensure that exactly this is perceived by your fellow human beings.


The message of the IPM profiles is: You’re fine the way you are – but possibly different than others want you to be.

Who is true to himself and shows himself as he is will not always get applause. But that’s not what the “blue” part wants either. Recognition is something else – it has its origin in “being recognized” – and that in turn only works on the basis that you don’t hide behind any behavior.

The IPM motivation profiles show what your personal strengths and competences are and derive ideas and hints from them, for example on the appropriate professional activity. Use these sources of ideas and checklists for your self-management, but also as proof that it is good to be who you are.Self_shpaing-EN(5)5.png

The way there leads via the differentiated questionnaire, in which statements are sorted 30 times according to importance. In these tasks, conscious thinking and unconscious feeling work together. Sometimes the decisions are simple, then again there are formulations that appear to be of equal importance. Rely on your intuition.

At the end you will receive a PDF document in which your strengths and expected properties are described in detail.

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You can use your personal access data to receive individual recommendations based on the analysis of your questionnaire decisions. Among other things, they will be shown:

Portrait [Motivation type; Characteristics; Typical behaviour; Shaping success; Communication]

Self-management [To be well cared for; to avoid unhealthy ones; to cultivate relationships; to decide]

Learning [to achieve goals; because it’s fun; in the right environment; anchoring in memory]

Profession [Goals; Activities; Personal Strengths; Career Strategies; Cooperation]

Well-being [self-motivation; coping with stress; satisfaction; checking attitudes; self-confidence]

Analyze relationships

In the netxt step, you can compare your profile with others. This is interesting for proffesional decisions:

  • Company profile (my current or planned employer)
  • Team profile (my colleagues)
  • Job or job profile (my current job or job profile)
  • Educational profile (suitable training and further education offers)

And second, to clarify relationships with people close to you:

  • Partner profile (my partner, my colleagues, children, parents…)
  • Family profile (m family or my circle of friends)
  • Chief and staff profile

That the results are always neutral or passive, results from the IPM construct. Because all basic needs are vital, there are no good or bad depth motives. Of course, there is a behavior that harms yourself or others. Mostly misconstrued experiences are responsible for this. But that does not analyze IPM. We limit ourselves to what your friends, colleagues or family members want to achieve for themselves. This in turn determines their competences, communication and similarities.

Motivation profiles or text analyzes

If you need a profile for other people who do not (yet) have a motivation profile, or for a task, company, or specific group, then use test analysis. Here in an axample of the job profile of a job:


In principle, the procedure is the same regardless of the desired profile, only the questions and the calculation methodology change. This example is about your job or job profile. In the same way, you can also analyze the profile of a company, for example from their Internet texts or a product.

A typical job profile looks like this (excerpt)


Represent relationships

A matrix function makes it possible to visualize the relationships to one another. It`s about a straightforward answer to typical questions like:

Who plays which role in your company or family? How far are people emotionally apart from each other? How close are my job or the planned studies?


In this example, “Diane” (all names are fictious) depicts her most important relationships and intentions in relation to herself.

Above are the enforcement types, below are the down to earth partners. On the left, subject-oriented individualists and, on the right, the communicative affiliation types.

Her friend Basti and her father are among the motivators; her mother, as a reliable specialist, probably needs fewer words. While girlfriend Elise wants a good balance between left and righ, Diane needs a balance between enforcement and safety. It can be the communicative anchor point in this setting.

The question remains: why Diane wants to study architecture?

Of corse, motivation and advice from clients are very important for architects. But that is neither a focus in the study nor in proffesional practice. Maybe Diane should compare her needs with reality.

The task of self-management is to clarify such questions, to make good decisions and to foster mutual understanding in relationships. The IPM profiles make aware possible connections, backgrounds and differences. Every human being is different from us.

Conflicts enable synergy

Equal and equal likes to join. We find the foreign as an exciting enrichment. What makes you “equal” to me, and what makes me “strange” to you?

It is a question of depth motivation that leads us to similar or different views. What moves us from childhood in the depths of the soul gives rise to feelings of fear or joy. What moves you?

People want to live. You and I have existential basic needs, the fulfillment of which is vital. You must pay attention to your safety, eat, drink and sleep – but also grow, learn, conquer new worlds. Since we are community beings, you have to be seen and recognized – but you also have to adapt, communicate and belong. Everything at the same time does not work. I prefer to stand on a stage where I can be seen well. And I love adventures that help me to conquer new worlds. How about you?

If you love to be recognized for something new like me, then we will like each other. If you pay more attention to security and love good contacts, we will both complement each other perfectly.

The basic needs are natural conflicts

Self_conflicts-EN.pngIt would all be so easy if there weren’t differences between and within us. But that would be powerless and the end of the development of mankind and every individual human being. Energy is created by differences. It needs at least two differently charged poles.

The first conflict: growth or security (red or green)

enforcement: If you want to live, you have to grow, open up new possibilities and try something that was not possible before. The willingness to fight is also necessary in order to achieve what is necessary for oneself and one’s partners. Those who renounce this basic need will not even learn to walk, let alone be able to start a family later.

Security: Everything new harbours risks. Those who put themselves in danger perish in it. Those who do not pay attention to their own lives will quickly lose them. You have to be vigilant and thoughtful if you want to get through life safely.

The task: You can’t stay in your safe cave and conquer a new, unknown land in an adventurous way at the same time. Nevertheless, both needs must be met if we are to live and reproduce. Discover your possibilities and limits.

The synergy: A successful interaction of these natural “opponents” leads to the attitude of a strategist. With these two opposites in the inner team or in the partnership, we feel comfortable when we can make progress on the basis of clear guidelines. The inner tension between the poles of security and enforcement ensures regulated developments. Dynamic changes, unknown paths or new tasks entail risks. The strategist takes a close look at these, because he does not want to take on any unnecessary dangers. He therefore searches for possible rules and security possibilities to be able to go his way controlled.

The second conflict: individuality or belonging (blue or yellow)

Individuality: If you want to get your rights, you have to stand out from the others somehow. You have to take care of yourself (this begins shortly after birth with a strong cry) and show that “you are there”. An acclaimed star shows best that he exists. Nevertheless, self-reference often seems introverted, because only the essentials are communicated to the outside, because one has more to do with taking care of oneself (one’s own perfection).

belonging: In contrast, the need for belonging strives in a different direction. As social beings, we live in dependence on parents, partners, companies, etc. Without a common language, without coordinated behaviors, we would not be able to integrate – and as total outsiders would have no chance to live. This need for belonging promotes communication, after all one wants to be a part of it.

The task: Individualisation requires self-reference; belonging, on the other hand, requires relating to the community. Both are vital for survival. Find the right balance for you.

The synergy: individuality and integration/adaptability complement each other to form a “coordinator”. The needs to be both an integrated member of a team and to shine with individual success determine thinking and feeling in the inner team or in the partnership. The change between the closeness to the competitors and the necessary distance to concentrate on things is a good basis for the coordination of joint projects. Within human networks, the coordinator orients himself towards the specified goals for his material and personnel decisions. He or she is usually oriented towards the present and structures, without forgetting the aspects of personal relationships. Wishes for recognition and fears of rejection influence his decisions. He strives for compromises as sustainable agreements.

The third conflict: Empathy or cognition (white or black)

Empathy: This refers to the need to empathize with other people and the environment to such an extent that we understand them “from within”. In relation to ourselves this means that we want to be accepted as we (our feelings) are. The first experiences of mutual empathy happen before birth. Anyone who sees people growing up in emotional relationships knows that empathy is indispensable for the life of the soul. Even for strong adults, the lack of compassion is unbearable in the long run (solitary confinement, etc.).

Recognition: In contrast, there is the need to perceive people and objects “from the outside” and to be able to distinguish them from each other. After a few months at the latest, an infant begins to differentiate between parents and strangers. This requires a certain inner and outer distance. The need for knowledge is also existential, because without seeing the way (or at least feeling it) one would not be able to orient oneself anywhere.

The task: Empathy requires absolute closeness – knowledge, on the other hand, requires the separating distance. Both needs are indispensable, but cannot be satisfied at the same time. It only works alternately. Allow knowledge if you feel and give the feeling a chance if you recognize something clearly.

The synergy: With this change thinking and feeling determine the personality. This corresponds to the basic attitude of a mediator. Abstract thinking enables the naming of complex processes through language, an accurate perception of human complexity requires empathy, because pure knowledge or logic is far too crude to grasp what moves or hinders fellow human beings. Rationality and emotionality enable the mediator to deal with his environment in a sensitive yet well thought-out way. This is how the typical characteristics of mediators or diplomats are formed.

On the way to each other

Synergy occurs when different forces are aligned to the same. This is true for the inner team and for both of us, when we live and work together as partners privately or professionally.

  • We feel, recognize and accept the different forces within and between us.
  • We find a task or sense that is okay for all parties.
  • We decide on a common goal.
  • We coordinate our actions.