Delivering ExcellenceWe will talk about….

1. Why motivation matters – give me the numbers…..

2. How we understand people and their “stuff”

3. How we can engage to motivate – some ideas

4. Is this really about business and profit, or just “soft HR”

5. What next for us?

Delivering ExcellenceOur first reaction is often….

Surely its just all about the money?

Contracts and money are the base – but not motivationalabove a certain level, and not over time.

It’s the little things that make a big difference

Can’t we just leave it to HR?

“If it wasn’t for people- we’d be OK”

Delivering ExcellenceResearched reactions into motivational efforts…

The beatings will continue until morale improves Improve Company motivation – sack all the unhappy

people INDECISION is the key to FLEXIBILITY

ADVICE-

Never underestimate the power of very stupid people inlarge groups

Doing a job RIGHT the first time gets the job done.Doing the job WRONG 14 times gives you job security.

Eagles may soar, but weasels never get sucked into jetengines

Delivering ExcellenceMotivating staff to perform = profit increase

The key factors

ᵡ General feelings of economic downturnᵡ Job security questionsᵡ Workforce reduction or short time workingᵡ Companies who fail around us- how safe are we?

The grapevine issue v proper communicationInvolvement and Engagement

Average engagement level is reported at only 55%

Increased effort potential depends on motivation andengagement

Delivering ExcellenceWhat is “motivation” then?

"Motivation is the art of getting people to do what youwant them to do because they want to do it."

--Dwight D. Eisenhower

Delivering ExcellenceThe psychology bit…

The Organisational Meme

The “story of your company”

How we do things around here

Practice and form, passed on

Traditions as part of the meme

Team based memes

Delivering ExcellenceThe psychology bit… the power of FAIRNESS

Generally accepted as the second most powerful driverfor human emotive response

Subjective andcomparative

The fairness thresholdin teams and organisations

OK – that’s fair Enough!

Delivering ExcellenceThe psychology bit…

Making people part of the new order

Allowing and promoting inclusion

Making people part of the solution and not remainingpart of the problem

The difference betweenEmployee Engagement andemployee satisfaction

Employee motivation is aboutthe engagement level

Delivering ExcellenceThe psychology bit…

Personal (Distributive) Justice – Dr Hal Erying:

What we put in What we get outTime MoneyDegrees SatisfactionExperience Travel and Time AwayLoyalty PerksDiscomfort TrainingPersonal Skill Time with the bossConnections Recognition and advancementCreativity Responsibility

Security

0=

0I(s) I(Co)

Delivering ExcellenceThe psychology bit…

Phases of Discomfort:

0=

0I(s) I(Co)

Phase 1: Re-perceive – justify the lack of equality

Phase 2: Demand more

Phase 3: Reduce the

Phase 4: Attack the comparative other

Delivering ExcellenceThe business bit - the starting point

Set out a new and fresh motivational strategic vision Communicate it to all Communicate it again 7 x7 matrix

Rally everybody around a “cause” Be seen to take action Be seen!

This is never business as usual The “reset economy”

Delivering ExcellenceThe business bit - staff engagement

TAM™ uses a technique to involve ALL staff in the finalchange session

Pre-recorded views as opposed to: Consultation 360 reviews Passive approaches with no outcome Questionnaires Unstructured Discussion Management led interrogation

“A Closed mouth gathers no foot”

Delivering ExcellenceStaff Engagement

Company Vehicles

Costing too much

Cost too much in essential user

Pool cars for all

Internal Processes

I believe that a number of the cost issues we have as a companystem from poor design and implementation of our internalprocesses and controls. This leads to inefficiency, waste andincreased costs. If we could standardise our internal processes andbring them into line with industry best practises we could improveour efficiency and reduce costs.

Overtime throughout the business is not forecast, or at least theforecast is not relayed to the accounts department. This meansthat if in a month or week a lot of extra overtime is worked, theaccounts department do not have chance to plan for the extraspend this creates and as a consequence we may hit cash flowproblems.

An interdepartmental project team could be set up to lookspecifically at the internal processes of the company as a whole andto suggest ideas and plans to move these towards best practisetherefore reducing costs and increasing efficiency.

communications

Communication is poor

Management reports on a monthly basis, there is no structure as to howthese are reported, information is not fed back to managers on whatreports have been submitted, nothing for November? everything again islast minute with no set dates as to when information is required.reporting mechanism for KPI's has not been set up in a standard reportformat

have clear dates as to when reports are due so they can be programmed inand also have a set format for the report and KPI's, these should oncecompleted be sent to section managers.

Delivering ExcellenceThe business bit - engagement

The pre-recorded views use an ANONYMOUS processcentred around a FORM 1

They are collected over a 2-5 week period using red postboxes

Everyone has a sense of participation and a sense thattheir views will count for something

Expectations are heightened and personal justice istemporarily postponed in favour of the Team ActionManagement process

Delivering ExcellenceTransformation – the outcome

The TAM Committee spend time developing StrategicDevelopmental Projects that address the known issues –often supported by the FORM1 anecdotal returns

It’s a rules based programme which provides morecertainty in the face of the “new”

The outcome is a list of developmental Projects forimprovement

Fairness prevails

Delivering ExcellenceOpen and honest

An online performance dashboard acts as a focus for theCompany

It communicates to all staff online It is a barometer of progress It repeats the rally call for action It’s auditable and measureable It provides a “safe framework” for all to associate with

The visibility has the effect of FAIRNESS to all involved Staff are Motivated to contribute supporting their ideas

Delivering ExcellenceWhat Does TAM Achieve?

What Happens When You Team Action Plan?

Participants re-perceive their roles within the Enterprise Motivations are uncovered and expanded Business objectives are reached A culture of FAIR PLAY exists which is felt across the entire

Enterprise Heightened communication Staff become MOTIVATED around a cause

Delivering ExcellenceMotivation – so what have we learned?

"Motivation is the art of getting people to do what you wantthem to do because they want to do it." --Dwight D.Eisenhower

"People often say that motivation doesn't last. Well, neitherdoes bathing -- that's why we recommend it daily." --ZigZiglar

"Desire is the key to motivation, but it's determination andcommitment to an unrelenting pursuit of your goal -- acommitment to excellence -- that will enable you to attainthe success you seek." --Mario Andretti

"Management is nothing more than motivating otherpeople." --Lee Iacocca

Delivering ExcellenceQuestions?

“All of the great motivational leaders have had onecharacteristic in common: it was the willingness toconfront unequivocally the major anxiety of their peoplein their time.

This, and not much else, is the essence of motivationalleadership.”

–John Kenneth Galbraith

Thank you……