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Motivation in challenging times March 2011

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Half day interactive open workshop for managers seeking to raise morale and improve motivation held in Toronto.

Half day interactive open workshop for managers seeking to raise morale and improve motivation held in Toronto.

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  • 1. Motivation in challenging times
    by Toronto Training and HR
    March 2011
  • 2. Contents
    3-4 Introduction to Toronto Training and HR
    5-6 Definition
    7-8 Resilience
    9-14 Career motivators
    15-16 Alignment and creating a set of circumstances to motivate
    17-20 Motivation vouchers and points-based systems
    21-23 Self-motivation
    24-27 Getting the best out of salespeople
    28-29 Drill
    30-46 Motivating the team
    47-49 Encouraging others
    50-52 What does the future look like?
    53-54 Conclusion and questions
    Page 2
  • 3. Page 3
    Introduction
  • 4. Page 4
    Introduction to Toronto Training and HR
    Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden
    10 years in banking
    10 years in training and human resources
    Freelance practitioner since 2006
    The core services provided by Toronto Training and HR are:
    • Training course design
    • 5. Training course delivery
    - Reducing costs
    • Saving time
    • 6. Improving employee engagement & morale
    • 7. Services for job seekers
  • Page 5
    Definition
  • 8. Page 6
    Definition
    Motivation
  • 9. Page 7
    Resilience
  • 10. Page 8
    Resilience
    What is resilience?
    Key components of resilience
    Resilience role models
  • 11. Page 9
    Career motivators
  • 12. Page 10
    Career motivators 1 of 5
    Core career motivators
    Work environment motivators
    Lifestyle motivators
    Sample motivators
    Identify your career motivators
  • 13. Page 11
    Career motivators 2 of 5
    CAREER INSECURITY
    Help people become psychologically self-employed.
    Acknowledge openly that long-term job security is gone, but remind people that opportunity still exists.
    Tell employees to focus on promoting their talents, not their titles.
    Advise them to keep their skills market ready.
    Encourage employees to keep current in three areas:
    technological tools, job-specific skills, and portable,
    transferable skills.
  • 14. Page 12
    Career motivators 3 of 5
    CAREER INSECURITY
    Suggest ways for them to safeguard their financial
    futures by planning ahead.
    Make sure people build safety networks.
    Encourage employees to join their professional or trade associations
  • 15. Page 13
    Career motivators 4 of 5
    READINESS FOR THE NEW MINDSET
    I answer “What do you do?” by telling my skills and accomplishments rather than by giving my job title or name of my organization.
    I attended two in-house and one or more outside training programs in the past year.
    I am highly visible in one or more professional associations and attend more than half their meetings.
    I keep track of trends affecting my organization and profession.
    I’ve had an active role in helping at least one friend or colleague find a job or change careers in the last year.
  • 16. Page 14
    Career motivators 5 of 5
    READINESS FOR THE NEW MINDSET
    I participate in a savings plan.
    I’ve applied for another job within the past two years.
    I have a recently conferred advanced degree or job credential, or am pursuing one.
    I have a significant outside activity (volunteer, have a hobby, and so forth) that could be developed into a career.
    I’ve lost an assignment due to circumstances beyond my control and then found another job with the same or better salary and opportunity for professional growth.
  • 17. Page 15
    Alignment and creating a set of circumstances to motivate
  • 18. Page 16
    Alignment and creating a set of circumstances to motivate
    Communication
    Education
    Measurement
    Reward
  • 19. Page 17
    Motivation vouchers and points-based schemes
  • 20. Page 18
    Motivation vouchers and points-based schemes 1 of 3
    Definition
    What are their origins?
    Card types
    Paper vouchers
  • 21. Page 19
    Motivation vouchers and points-based schemes 2 of 3
    SETTING UP A SCHEME
    Set goals that are achievable
    Communicate effectively
    Have lots of winners
    Make awards frequently
    Have a most improved award
    Have an employee of the month scheme
    Present rewards with style
    Encourage sustained effort
    Choose the right reward
  • 22. Page 20
    Motivation vouchers and points-based schemes 3 of 3
    Points-based motivation schemes and pre-paid cards lend themselves well to reward strategies
    The use of integrating technology streamlines the process and allows employees to be more involved
    Branding cards with the corporate identity and ensuring the reward that they offer matches the needs and values of the recipient will enhance employee engagement
    Good communication help maintain momentum
    The technology allows employers to offer more attractive and effective incentive schemes
  • 23. Page 21
    Self-motivation
  • 24. Page 22
    Self-motivation 1 of 2
    WAYS TO STAY MOTIVATED
    Re-trace your steps
    Find a second-generation mentor
    Draw energy from others
    Borrow a page from Star Trek
    Join a book-of-the-month club
    Hold the conversations never held
    Groom a successor
    Be your own genie
    Re-write your resume
    Check the clock
  • 25. Page 23
    Self-motivation 2 of 2
    STAYING MOTIVATED FOR THE LONG-HAUL
    Revisit your roots
    Use benchmarks to celebrate incremental progress
    Get exposed to a motivation infection
    Embrace new challenges
    Increase your face time
    Invest in others
  • 26. Page 24
    Getting the best out of salespeople
  • 27. Page 25
    Getting the best out of salespeople 1 of 3
    Know what your team considers important
    Communicate with your salespeople Core career Set goals that challenge your sales team
    Get them into action
    Provide the necessary tools for your team
    Manage the less-than-stellar performers
    Give credit to whom it is due
  • 28. Page 26
    Getting the best out of salespeople 2 of 3
    FIRING THE SALESFORCE UP
    Walk the talk
    Show respect
    Give your people room to grow
    Give your people flexibility
    Recognize and reward
  • 29. Page 27
    Getting the best out of salespeople 3 of 3
    THE BEST
    Experts
    Closers
    Consultants
    THE REST
    Storytellers
    Aggressors
    Focusers
    Socializers
    Narrators
  • 30. Page 28
    Drill
  • 31. Page 29
    Drill
  • 32. Page 30
    Motivating the team
  • 33. Page 31
    Motivating the team 1 of 16
    Creating a climate for high performance
    Results-oriented managers share their techniques
    Practices to increase ownership of performance
    Clarify performance expectations
    Equip, educate and empower your people to perform
    Always listen and share information
    Foster employee development
    Celebrate success with meaningful incentives
  • 34. Page 32
    Motivating the team 2 of 16
    Practices to create accountability for results
    Create and use meaningful performance measurements
    Provide on-going feedback and coach, coach, coach
    Practice effective formal performance appraisals and reviews
    Deal with nonperformers in a timely and effective manner
  • 35. Page 33
    Motivating the team 3 of 16
    WHAT DRIVES THE TEAM
    Leadership
    Environment
    Personalities
    Positive core values and systems
  • 36. Page 34
    Motivating the team 4 of 16
    THREE QUEUES OF MOTIVATION
    Leadership motivation queue
    Environment motivation queue
    Individual psychology queue
  • 37. Page 35
    Motivating the team 5 of 16
    PRINCIPLES FOR MOTIVATION
    Knowledge creates confidence and when a person is confident, he or she is more motivated to
    take action: (Knowledge + Confidence = Motivation).
    A leader must turn the energy thermostat to HIGH! Everyone has to understand the right energy will empower everybody to achieve more. Remember most people spend more time at work
    than at home, so it should be fun and motivating.
  • 38. Page 36
    Motivating the team 6 of 16
    USE OF EVERYDAY SYMBOLS
    The penny
    Elastic band
    Pencil
  • 39. Page 37
    Motivating the team 7 of 16
    MOTIVATED EMPLOYEES CAN ACHIEVE…
    Personal goals can be reached.
    Productivity can be maximized.
    A positive perspective can be generated.
    Ability to navigate change can be increased.
    Employee self-esteem can grow.
    Participation in organizational goal setting
    can be fostered.
  • 40. Page 38
    Motivating the team 8 of 16
    HOW TO CREATE A MOTIVATED WORKPLACE
    Recognize good work.
    Keep the work interesting.
    Allow input from employees.
    Supervisors must be organized.
    Develop good training programs.
    Treat each employee with respect.
    Always keep employees informed.
    Provide opportunities for advancement.
    Keep confidential employee information private.
    Supply employees with the latest technology, but do not
    overwhelm them.
  • 41. Page 39
    Motivating the team 9 of 16
    MOTIVATING COST DISCIPLINEMotivators activate cohesion and commitment
    Motivators recognize the importance of fairness
    Motivators create a positive emotional case in addition to a rational business case
    Motivators use objective data to decide where and how to cut costs
  • 42. Page 40
    Motivating the team 10 of 16
    MIDDLE MANAGERS
    Develop mutual trust
    Appreciate them
    Stimulate their growth
    Converse with them
    Make their roles clear
    Involve them in decisions
  • 43. Page 41
    Motivating the team 11 of 16
    SPECIFIC ACTIONS REQUIRED
    Practice emotional control
    Provide frequent updates
    Become an exceptional leader
    Lead with (realistic) optimism
  • 44. Page 42
    Motivating the team 12 of 16
    GOALS SET NEED TO BE…
    In-line with the needs of your business as a whole.
    Goals that your employees are directly able to influence with their work and actions.
    Measurable so you can determine whether they’ve been achieved.
    Linked to rewards that the individual employee values –bear in mind that not everyone is
    motivated by the same type of reward.
  • 45. Page 43
    Motivating the team 13 of 16
    CARRYING OUT FEEDBACK
    Set aside enough time for it and place sufficient importance on it.
    Do your research & have something to say that is specific to each person (whether positive or not).
    Set new goals or reset old goals that are specific and measurable.
    Are genuinely interested in employee performance. Praise good performance and suggest constructive ways to improve any weaker areas.
  • 46. Page 44
    Motivating the team 14 of 16
    IGNITING ENERGY
    Think of yourself as the Chief Motivating Officer
    Motivating others begins with you
    People have different motivations
    Make a personal connection
    Walk your talk
    Communicate more often
    Become a motivational speaker
    Deliver the message through many channels
  • 47. Page 45
    Motivating the team 15 of 16
    SECRETS ABOUT MOTIVATION
    Don’t give me a goal, I feel trapped.
    Don’t measure me, you’re not qualified.
    Don’t ignore me, I need feedback.
    Don’t ask me where I am; ask me where I’m going.
  • 48. Page 46
    Motivating the team 16 of 16
    INCENTIVES ON A BUDGET
    Vision- Have a clear and realistic vision of what the company wants to achieve and set targets accordingly.
    Communication - Communicate the value of the scheme effectively to employees to ensure engagement.
    Supplier - Choose a supplier who has a good track record and plenty of experience in your industry.
    Added Value - Identify schemes providing added value - exclusivity, discounts and “money can’t buy‟ offers.
    Timing - Incentivise out of the blue as well as when it is expected.
  • 49. Page 47
    Encouraging others
  • 50. Page 48
    Encouraging others 1 of 2
    Keep everyone informed about the business and how it’s doing.
    Talk to people about major changes and decisions before they happen or as part of the decision-making process.
    Communicate key decisions clearly and promptly.
    Provide a comfortable and safe working. environment and the right equipment for people to do their job.
  • 51. Page 49
    Encouraging others 2 of 2
    Give employees training to enable them to do their job well and develop further in the future.
    Encourage people to work together as a team.
    Encourage people to ask for help or training when they need it.
    Take an interest in the lives of your employees as individuals.
  • 52. Page 50
    What does the future look like?
  • 53. Page 51
    What does the future look like? 1 of 2
    The successful organization of the future will excel at acquiring, organizing, and strategically deploying global resources.
    There will be increased global connectivity,
    integration, and interdependence in the economic, social, technological, cultural, and political spheres.
    Technology will advance at an even more rapid pace than in previous decades.
    There will be continuous, dramatic changes in the labour force.
  • 54. Page 52
    What does the future look like? 2 of 2
    Human capital will become an even greater source of value.
    The way work is organized and performed
    will evolve and change continuously.
    Outsourcing will increase.
    Self-paced, self-directed individualized virtual learning will dominate business training.
  • 55. Page 53
    Conclusion & Questions
  • 56. Page 54
    Conclusion
    Summary
    Questions