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