Employee Motivation Webinar 3 10 10

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Slides from a webinar I did for small business owners and managers on how to increase employee motivation. Section in the middle has some helpful hints on using the 4-drive model of employee motivation.

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  • Great presentation - will share!
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  • ome extra ordinary benefits can also retain them life long.. see this one http://www.slideshare.net/DhavalThanki1/it-village-a-census-town
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  • Very good indeed
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  • Focus – how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities – no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership – we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor – how motivating this person is or isn’t can greatly impact a person or teams overall motivationCommunication – One very clear finding from my work has been the lack of clear communication – which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void – and typically not positively. Expectations – Expectancy theory highlights that motivation is driven by expectations – is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs – there are costs associated with motivating employees – what is the ROI on programs and does it make sense to put programs in that will help with motivation if they don’t provide a return. What I’ve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment – this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
  • Focus – how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities – no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership – we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor – how motivating this person is or isn’t can greatly impact a person or teams overall motivationCommunication – One very clear finding from my work has been the lack of clear communication – which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void – and typically not positively. Expectations – Expectancy theory highlights that motivation is driven by expectations – is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs – there are costs associated with motivating employees – what is the ROI on programs and does it make sense to put programs in that will help with motivation if they don’t provide a return. What I’ve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment – this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
  • Focus – how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities – no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership – we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor – how motivating this person is or isn’t can greatly impact a person or teams overall motivationCommunication – One very clear finding from my work has been the lack of clear communication – which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void – and typically not positively. Expectations – Expectancy theory highlights that motivation is driven by expectations – is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs – there are costs associated with motivating employees – what is the ROI on programs and does it make sense to put programs in that will help with motivation if they don’t provide a return. What I’ve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment – this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
  • Focus – how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities – no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership – we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor – how motivating this person is or isn’t can greatly impact a person or teams overall motivationCommunication – One very clear finding from my work has been the lack of clear communication – which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void – and typically not positively. Expectations – Expectancy theory highlights that motivation is driven by expectations – is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs – there are costs associated with motivating employees – what is the ROI on programs and does it make sense to put programs in that will help with motivation if they don’t provide a return. What I’ve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment – this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
  • Focus – how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities – no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership – we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor – how motivating this person is or isn’t can greatly impact a person or teams overall motivationCommunication – One very clear finding from my work has been the lack of clear communication – which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void – and typically not positively. Expectations – Expectancy theory highlights that motivation is driven by expectations – is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs – there are costs associated with motivating employees – what is the ROI on programs and does it make sense to put programs in that will help with motivation if they don’t provide a return. What I’ve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment – this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
  • Focus – how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities – no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership – we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor – how motivating this person is or isn’t can greatly impact a person or teams overall motivationCommunication – One very clear finding from my work has been the lack of clear communication – which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void – and typically not positively. Expectations – Expectancy theory highlights that motivation is driven by expectations – is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs – there are costs associated with motivating employees – what is the ROI on programs and does it make sense to put programs in that will help with motivation if they don’t provide a return. What I’ve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment – this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
  • Focus – how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities – no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership – we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor – how motivating this person is or isn’t can greatly impact a person or teams overall motivationCommunication – One very clear finding from my work has been the lack of clear communication – which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void – and typically not positively. Expectations – Expectancy theory highlights that motivation is driven by expectations – is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs – there are costs associated with motivating employees – what is the ROI on programs and does it make sense to put programs in that will help with motivation if they don’t provide a return. What I’ve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment – this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
  • Focus – how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities – no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership – we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor – how motivating this person is or isn’t can greatly impact a person or teams overall motivationCommunication – One very clear finding from my work has been the lack of clear communication – which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void – and typically not positively. Expectations – Expectancy theory highlights that motivation is driven by expectations – is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs – there are costs associated with motivating employees – what is the ROI on programs and does it make sense to put programs in that will help with motivation if they don’t provide a return. What I’ve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment – this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
  • Focus – how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities – no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership – we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor – how motivating this person is or isn’t can greatly impact a person or teams overall motivationCommunication – One very clear finding from my work has been the lack of clear communication – which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void – and typically not positively. Expectations – Expectancy theory highlights that motivation is driven by expectations – is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs – there are costs associated with motivating employees – what is the ROI on programs and does it make sense to put programs in that will help with motivation if they don’t provide a return. What I’ve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment – this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
  • Focus – how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities – no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership – we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor – how motivating this person is or isn’t can greatly impact a person or teams overall motivationCommunication – One very clear finding from my work has been the lack of clear communication – which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void – and typically not positively. Expectations – Expectancy theory highlights that motivation is driven by expectations – is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs – there are costs associated with motivating employees – what is the ROI on programs and does it make sense to put programs in that will help with motivation if they don’t provide a return. What I’ve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment – this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
  • Employee Motivation Webinar 3 10 10

    1. 1. Kurt Nelson<br />e: kurt@lanterngroup.com<br />p: 612-396-6392<br />Twitter: whatmotivates<br />Employee Motivation:<br />tapping into the power of engagement<br />
    2. 2. Why do some people climb mountains? <br />
    3. 3. While others run?<br />
    4. 4. And some people just sit?<br />
    5. 5. And why do billions of people go to work each day?<br />
    6. 6. Motivation<br />
    7. 7. Technically Motivation is…<br />
    8. 8. But I prefer this…<br />Motive <br />+ Action<br />
    9. 9. TIME OUT<br />But why is motivation so challenging?<br />
    10. 10. 7<br />.5<br />Challenges of Motivating Employees<br />
    11. 11. 1<br />Challenges of Motivating Employees<br />FOCUS<br />
    12. 12. 2<br />Challenges of Motivating Employees<br />PERSONALITIES<br />
    13. 13. 3<br />Challenges of Motivating Employees<br />COMMUNICATION<br />
    14. 14. 4<br />Challenges of Motivating Employees<br />LEADERSHIP<br />
    15. 15. 5<br />Challenges of Motivating Employees<br />EXPECTATIONS<br />
    16. 16. 6<br />Challenges of Motivating Employees<br />COSTS<br />
    17. 17. 7<br />Challenges of Motivating Employees<br />ENVIRONMENT<br />
    18. 18. 7<br />Challenges of Motivating Employees<br />.5<br />EMOTIONS<br />
    19. 19. 7<br />.5<br />Challenges of Motivating Employees<br />To Recap…<br />1. Focus<br />5. Expectations<br />2. Personalities<br />6. Costs<br />7. Environment<br />3. Leadership<br />4. Communication<br />7.5 Emotion<br />
    20. 20. Overcome the Challenges<br />Introducing a Cool Theory<br />The Four Drive Model of Employee Motivation<br />
    21. 21. A<br />B<br />Bond & Belong<br />Comprehend & Challenge<br />Define & Defend<br />Acquire & Achieve<br />C<br />D<br />Lawrence & Nohria, <br />2002<br />
    22. 22. Acquire & Achieve<br />We all have a drive to Acquire & Achieve<br />money, things, prestige, power…<br />Things you can do…<br /><ul><li>Recognize or provide incentives for your employees in a customized manner (one size does not fit all)
    23. 23. Ensure recognition is timely and focuses on achievements
    24. 24. Reward your employees with appropriate and individualized tools, (i.e. a $20 gas card would not be a motivator for someone that telecommutes)
    25. 25. Make recognition a priority utilizing formal and informal methods – ensure you do this on a regular basis
    26. 26. Get creative, some of the best recognition is low cost but high in creativity
    27. 27. Creative Resource: 1001 Ways to Reward Employees, Bob Nelson PhD </li></li></ul><li>Bond & Belong<br />We also want to Bond with others – and Belong <br />Things you can do…<br /><ul><li>Create and support opportunities for employees to connect on a personal level, i.e. potluck lunches, business book clubs, work softball teams, bowling leagues, etc
    28. 28. Develop formal job sharing/rotation where peers learn other jobs on team
    29. 29. Understand that there is a human need to connect with others, remember to balance the perspective of employees ‘goofing off’
    30. 30. Organize a share and tell day, where employees get together and share what they do within the company and how their job fits into the bigger picture
    31. 31. Resource: http://www.thiagi.com</li></li></ul><li>Comprehend & Challenge<br />Things you can do…<br /><ul><li>Provide challenging work assignments that allow your employees to grow
    32. 32. Create opportunities for your employees to cross train into other areas of the company that they might be interested in learning
    33. 33. Share fun/interesting magazines or journals with your employees, highlight interesting articles and then have them pass along to the next person
    34. 34. Set achievable but realistic stretch goals – have a goal setting meeting with employees
    35. 35. Resource: Work Motivation: History, Theory, Research and Practice by Gary Lathum</li></ul>We strive to COMPREHEND ourworld and feelCHALLENGED <br />
    36. 36. Define & Defend<br />Things you can do…<br /><ul><li>Provide time off / company time for charitable work
    37. 37. Ensure you have a clear Mission
    38. 38. Be transparent with information, this will foster an environment of trust and pride
    39. 39. Actions speak louder than words, have your employees back, believe in them
    40. 40. Ask for testimonials from customers have them share their experience with your company and then share those with your employees
    41. 41. Resource: Driven HBR Article @ http://hbswk.hbs.edu/item/2543.html</li></ul>And we need to DEFINE and DEFEND those things and ideas we BELIEVE IN<br />
    42. 42. Great!<br />But, so what?<br />
    43. 43. Because it…<br />IncreasesEffort<br />DrivesRevenue<br />Saves $$$<br />AidsRetention<br />EnhancesEngagement<br />
    44. 44. And we’ve only touched the tip of the… <br />
    45. 45. To learn more…<br />Follow on Twitter: @whatmotivates<br />Great articles on our Blog: http://thelanterngroup.wordpress.com<br />On the Web: www.lanterngroup.com<br />Kurt Nelson<br />e: kurt@lanterngroup.com<br />p: 612-396-6392<br />
    46. 46. Thank You<br />

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