What is Motivation?
“Inner drives or forces that move people toward a goal.”
Categories of Motivation
RewardsThreatsSelf-Motivation
Leadership
“Inspiring and enabling employeesin a respectful way to take pride in their contribution, creating apassion that will gain, retain, and serve both internal and external customers well.”
“There’s a big difference between getting employees to come to workand getting them to do their best work. Get the best work from employees by expecting it from them,telling them you expect it and helpingthem attain it in any way they can.”
Bob Nelson. Nelson Motivation, Inc.
Employees = Customers
Employees = Customers
Employees = Customers
Please rank the following employee Please rank the following employee attributes in the priority of your attributes in the priority of your preference:preference:
• High productivity performance
• Dependability (absenteeism)
• High skill levels
• Attitude
• Quality of work performance
o The outward transmission of The outward transmission of a mental disposition a mental disposition
o Mentality creates reality Mentality creates reality
Attitude Reflects Leadership
The Bottom LineThe Bottom Line
Getting Results
Developing People
HUMAN
BUSINESS
Manager = Position Power
Coaches = People Power
“Coaching requires the leader to replace authority with a strategy that lets the employee take ownership.”
When you hear/see these names, what comes to mind?
Bill Clinton (former President) President George W. Bush Tiger Woods Monica Lewinsky Whitney Houston Hillary Clinton
Characteristics of Positive Leaders
1. Belief in themselves & confidence.2. Belief in ability to develop talents of
employees. 3. Ability to communicate expectations are
realistic & achievable goals.4. Belief in their employees.5. Preference for rewards that come from
increased success of employees over rewards from upper management.
Self-RecognitionSelf-Recognition
“You can’t make a empty You can’t make a empty bag stand up straight!”bag stand up straight!”
….Eleanor Roosevelt
““Accentuate the Positive” – ExerciseAccentuate the Positive” – Exercise
1. Find a partner.2. Provide the partner with your
response to the following three dimensions:
• Two physical attributes I like in myself
• Two personality qualities I like in myself
• One talent or skill I like in myself• Rules: No negatives allowed!
• 2 minutes / person
“We treat people the way we e treat people the way we see see
them…and they usually live them…and they usually live
up/down to our expectations.”up/down to our expectations.”
How Do You See How Do You See Others?Others?
You see your house as... Luxurious
Your appraiser sees… A Dog House
Your lender sees…. Just Another House
Buyers see…… A Shack
A Tax Assessor sees…. A Castle
How Do You See It?
““Give so much time to theGive so much time to theimprovement of yourselfimprovement of yourselfthat you have little timethat you have little timeto criticize others.”to criticize others.”
Recognizing Recognizing OthersOthers
““Recognizing Others” – ExerciseRecognizing Others” – Exercise
1. Reunite with your previous partner.
2. Write down 3 positive attributes you’ve noticed in your partner that you want to recognize. (1 minute)
3. Tell your partner what you wrote down about them. (2 minutes / person)
Receiving Recognition
Look at the person complimenting you. Listen to the message. Allow the person complimenting you to
complete his or her message. Accept with thanks. Be sincere.
(Acknowledge contributions of others, if appropriate.)
Pause. Let the recognition sink in. Enjoy the moment.
Key Elements of Communication
- Eye Communication- Posture/Movement- Gestures/Facial Expression- Dress/Appearance- Voice/Vocal Variety- Language/Non-Words- Listener-Involvement- Humor- The Natural Self
Verbal (Words) 7%
Vocal (Sound) 38%
Visual (Sight) 55%
“People more attention pay to what you do than what you say”.
……Zig Ziglar
I did not say he stole that book.
I did not say he stole that book.
I did not say he stole that book.
I did not say he stole that book.
I did not say he stole that book.
I did not say he stole that book.
I did not say he stole that book.
““While the right to talk While the right to talk may be the beginning of may be the beginning of freedom, the necessity of freedom, the necessity of listening is what makes listening is what makes that right important.”that right important.”
… …..Walter Lippman, Social Scientist
Active Listening Techniques
Open-Ended Questions Closed-Ended Questions Paraphrasing and Reflective Statements Summary Statements “I” Messages Pause Attending Posture
Buy-In is The Key
The employee must: Accept the need to change. Believe in his/her ability to
succeed Commit to making it happen Do it!
Get the facts of the situationEstablish the needMake a recommendationAsk for the saleIt’s easy that wayYou can’t go wrong withEMA !
Source: 1998 The Elkind Group – Used by Permission.
““You can get anything in life You can get anything in life that you want if you just help that you want if you just help enough other people get what enough other people get what they want.”they want.”
… …..Zig Ziglar..Zig Ziglar
Four Keys To Coaching Success
Know the game Know your people Follow a system Communicate effectively
Excuses for Failing to Excuses for Failing to CoachCoach
It takes too longIt takes too long If employees need help, they’ll askIf employees need help, they’ll ask I don’t know howI don’t know how Employees might think I don’t trust Employees might think I don’t trust them them I’ve got more important things to doI’ve got more important things to do It’s the trainer’s job to teach skillsIt’s the trainer’s job to teach skills
ExcusesExcuses
““Excuses are tools of Excuses are tools of incompetence. They incompetence. They build monuments of build monuments of nothingness. And those nothingness. And those who specialize in them who specialize in them are seldom good for are seldom good for anything else.”anything else.”
Yeabut
Key Terms
Results = The outcomes of an employee’s behavior
Performance = The specific behaviors that lead to the outcomes Evaluation = Measuring results against a standardCoaching = Improving results by
helping people improve their performance
Follow A System
Set Performance Expectations Identify Performance Gaps and
Opportunities Develop a coaching plan Implement the coaching plan Evaluate Performance: Result and Process Source: 1998 The Elkind Group – Used by Permission
SkillSkill vs.vs. WillWill Skill: The employee is willing to do the job, but is not performing well.
- Train - Coach - Develop
Will: The employee is unwilling to do the job consistently, however has demonstrated the ability to do the job in the past.
- Clarify expectations- Determine/Remove Barriers- Evaluate Performance- Reinforce+/-Consequences
FOUR STAGES OF LEARNINGFOUR STAGES OF LEARNING
UUnconsciousnconscious
IIncompetencencompetence
UUnconsciousnconscious
CCompetenceompetence
CConsciousonscious
IIncompetencencompetence
CConsciousonscious
CCompetence ompetence
Descriptions vs. Judgments
Describing behavior Can you see it? Can you hear it?
Can you measure it?
State the facts – Do not judge!
Three Communication Styles
Passive - Child Aggressive - Parent Assertive - Adult
Adult to Adult
Assertive Communication Examples
“I’m really swamped with these reports. Will you help me please?
“The information that’s been provided isn’t really what I need. I apologize if I didn’t explain this completely. Let’s take a few minutes to talk about this project so you’ll be clear on exactly what I expect.”
Assertive Invitation-Behavior
Behavior: What the other person has said or done
Impact: What the effect of this behavior has on the client, team and/or
organization Invitation: An offer to discuss and
resolve the situation
Source: 1998 The Elkind Group – Used by Permission
Assertive Invitation-Performance Gap
Expectation: The standard of performance
Actual: How well the person has performed against the standard
Invitation: An offer to discuss/resolve the situation
Source: 1998 The Elkind Group – Used by Permission
““Things which matter Things which matter most must never be at the most must never be at the mercy of things which mercy of things which matter least.”matter least.”
… …..Goethe..Goethe
What Do People Want From Their Jobs? My Ranking
Factors Sup.
Emp.
Good Working Conditions Feeling of being “in” on things Tactful discipline Full appreciation for work done Management loyalty to workers Good wages Promotion & Growth Sympathy for personal problems Job security Interesting Work
What Do People Want From Their Jobs? My Ranking
Factors Sup.
Emp.
Good Working Conditions 4 Feeling of being “in” on things 10 Tactful discipline 7 Full appreciation for work done 8 Management loyalty to workers 6 Good wages 1 Promotion & Growth 3 Sympathy for personal problems 9 Job security 2 Interesting Work 5
What Do People Want From Their Jobs? My Ranking
Factors Sup.
Emp.
Good Working Conditions 4 9Feeling of being “in” on things 10 2Tactful discipline 7 10Full appreciation for work done 8 1Management loyalty to workers 6 8Good wages 1 5Promotion & Growth 3 7Sympathy for personal problems 9 3Job security 2 4Interesting Work 5 6
Full appreciation for work doneFull appreciation for work done
Feeling of being “in” on thingsFeeling of being “in” on things
Sympathy for personal problems
What Do People Want From Their Jobs?
“Nobody ever says I’m doing a good job. You’re apt to hear, “That’s what your paycheck tells you.”
… ??????
“Nobody ever says I’m doing a good job. You’re apt to hear, “That’s what your paycheck tells you.”
…Tiger Woods
Employees’ Top Motivating Techniques
% = Frequency of NOT Getting
# 1 Personal Thanks 58%# 2 Written Thanks 76%# 3 Public Praise 81%# 4 Morale Building Meetings 92%
Conclusion: “It appears that the techniquesthat have the greatest motivational impact are practiced the least even though they are easier and less expensive to use.”
Recognition is…….
Appreciating someone for something they
have done for you, your group or the organization.
RecognitionRecognition FeedbackFeedback Appreciation Acknowledgment Value Be grateful for Cherish Accept Attach
importance to
Advice Pointer Reaction Comment Response Opinion View
Behavior that is Behavior that is recognized is behavior recognized is behavior that is repeated!that is repeated!
Why Why Recognition?Recognition?
How I Want To Receive Recognition
The one thing I need most is…..
Many things motivate me, but my personal top three are…..
I prefer to get recognition…..
Lastly, I think you ought to know that…
Giving Recognition – The Key Actions
1. Identify an opportunity for giving recognition.
2. Describe the behavior as immediately and as specifically as possible.
3. State how the behavior made a difference to you and to the organization.
““Things which matter Things which matter most must never be at most must never be at the mercy of things which the mercy of things which matter least”.matter least”.
- Goethe- Goethe
““Giving Recognition” – Personal Giving Recognition” – Personal ExerciseExercise
Think of someone in your Think of someone in your personal personal life that needs recognition.life that needs recognition.
Remember the 3 Key Actions. Remember the 3 Key Actions.
Schedule the date and time you Schedule the date and time you will will give this person recognition. give this person recognition.
The Bottom LineThe Bottom Line
Getting Results
Developing People
““Things which matter Things which matter most must never be at most must never be at the mercy of things which the mercy of things which matter least”.matter least”.
- Goethe- Goethe