5 star motivation workshop

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5 star motivation workshop

  1. 1. Pro356 Consulting, LLCPro356 Consulting, LLC Motivation WorkshopMotivation Workshop LeadershipLeadership September 27, 2011September 27, 2011 Rick Miller, Pro356 Consulting, LLCRick Miller, Pro356 Consulting, LLC
  2. 2. Pro356 Consulting, LLCPro356 Consulting, LLC Thoughts on MotivationThoughts on Motivation  ““It’s not what I know that’s the problem; it’sIt’s not what I know that’s the problem; it’s what I know that I know, that really ain’twhat I know that I know, that really ain’t so, that causes me the problem.”so, that causes me the problem.” UnknownUnknown  Today’s goalToday’s goal = Let’s examine what is= Let’s examine what is really known about Motivation and see ifreally known about Motivation and see if our approach lines up with the “known.”our approach lines up with the “known.”
  3. 3. Pro356 Consulting, LLCPro356 Consulting, LLC Thoughts on MotivationThoughts on Motivation  ““Do what you love and you will never workDo what you love and you will never work a day in your life.”a day in your life.” ConfuciusConfucius  ““Hire someone to do what is work for youHire someone to do what is work for you that is fun for them.”that is fun for them.” John AssarfJohn Assarf  ““Whatever you do, do it as you wereWhatever you do, do it as you were working for the Lord and not for man.”working for the Lord and not for man.” The ApostleThe Apostle PaulPaul
  4. 4. Pro356 Consulting, LLCPro356 Consulting, LLC MotivationMotivation  Tentative AgendaTentative Agenda  DriveDrive – linking behavior research to business– linking behavior research to business practicespractices  One Minute ManagerOne Minute Manager approachapproach  Case studies/group exercisesCase studies/group exercises  Resources for youResources for you
  5. 5. Pro356 Consulting, LLCPro356 Consulting, LLC Motivation HistoryMotivation History  Think of motivation as Operating SystemsThink of motivation as Operating Systems on a computer.on a computer.  Motivation 1.0Motivation 1.0 – Survival (Time = Forever)– Survival (Time = Forever)  Motivation 2.0Motivation 2.0 – Carrot and Stick– Carrot and Stick (Industrial Revolution – 1960’s)(Industrial Revolution – 1960’s)  Motivation 3.0Motivation 3.0 – Self Motivation (1960’s– Self Motivation (1960’s -Present)-Present)
  6. 6. Pro356 Consulting, LLCPro356 Consulting, LLC Motivation 1.0Motivation 1.0  Biologically driven need to survive.Biologically driven need to survive.  Not limited to humans.Not limited to humans.  Worked well, still does, for 50,000 years.Worked well, still does, for 50,000 years.  Then it did not work as well.Then it did not work as well.  Societal rules of behavior required a governorSocietal rules of behavior required a governor on the urge to steal someone’s dinner oron the urge to steal someone’s dinner or spouse.spouse.  Upgrade needed:Upgrade needed: Motivation 2.0Motivation 2.0
  7. 7. Pro356 Consulting, LLCPro356 Consulting, LLC Motivation 2.0Motivation 2.0  We are human, endowed by our Creator.We are human, endowed by our Creator.  We seek to gain reward and avoid punishment.We seek to gain reward and avoid punishment.  Frederick Taylor, Sigmund Freud, and B.F.Frederick Taylor, Sigmund Freud, and B.F. SkinnerSkinner developed “software” to run on 2.0:developed “software” to run on 2.0:  We are rational economic beings that respond toWe are rational economic beings that respond to external rewards and external punishments.external rewards and external punishments.  Packaged as “Packaged as “Carrots and SticksCarrots and Sticks” and Condition-” and Condition- Response and popularly now calledResponse and popularly now called Theory XTheory X (external) behavior.(external) behavior.
  8. 8. Pro356 Consulting, LLCPro356 Consulting, LLC Motivation 2.1 upgradeMotivation 2.1 upgrade  2.0 started showing some bugs as we moved2.0 started showing some bugs as we moved from the Industrial Age of factories to the earlyfrom the Industrial Age of factories to the early Information Age where “white collar” and serviceInformation Age where “white collar” and service industry positions increased.industry positions increased.  Abraham Mazlow, Frederick Herzberg, DouglasAbraham Mazlow, Frederick Herzberg, Douglas McGregor,McGregor, andand Edward DemingEdward Deming all challengedall challenged behavior core of 2.0behavior core of 2.0  Absent external incentives, humans are not motivatedAbsent external incentives, humans are not motivated to do much-to do much-Theory XTheory X..  They introduced the concept of internal motivation-They introduced the concept of internal motivation- Theory YTheory Y..
  9. 9. Pro356 Consulting, LLCPro356 Consulting, LLC Motivation 2.1 Theory YMotivation 2.1 Theory Y  Maslow and McGregorMaslow and McGregor – People are born– People are born to learn and achieve. Work and selfto learn and achieve. Work and self discipline are parts of our natural state thatdiscipline are parts of our natural state that allows self achievement.allows self achievement.  Management’s job is to “dovetail” theManagement’s job is to “dovetail” the human need for self improvement with thehuman need for self improvement with the objectives of the organization to maximizeobjectives of the organization to maximize productivity.productivity.
  10. 10. Pro356 Consulting, LLCPro356 Consulting, LLC Motivation 2.1Motivation 2.1  Frederick HerzbergFrederick Herzberg – Lack of extrinsic– Lack of extrinsic “hygiene” factors (pay, benefits,“hygiene” factors (pay, benefits, conditions) produced dissatisfaction, BUTconditions) produced dissatisfaction, BUT their presence did not lead to jobtheir presence did not lead to job satisfaction. “Motivating” factors like thesatisfaction. “Motivating” factors like the work itself, genuine achievement, andwork itself, genuine achievement, and personal growth lead to job satisfactionpersonal growth lead to job satisfaction and personal growth.and personal growth.
  11. 11. Pro356 Consulting, LLCPro356 Consulting, LLC Herzberg’s Finding- Events thatHerzberg’s Finding- Events that lead to extreme:lead to extreme: DissatisfactionDissatisfaction SatisfactionSatisfaction  Company policy andCompany policy and administration (-31%)administration (-31%)  Supervision (-15%)Supervision (-15%)  Relationship withRelationship with supervisor (-5%)supervisor (-5%)  Work conditions (-8%)Work conditions (-8%)  Salary (-2%)Salary (-2%)  Peers (-1%)Peers (-1%)  Personal life (-3%)Personal life (-3%)  Status and security(-1%)Status and security(-1%)  Achievement (32%)Achievement (32%)  Recognition (23%)Recognition (23%)  Work itself (10%)Work itself (10%)  Responsibility (17%)Responsibility (17%)  Advancement (8%)Advancement (8%)  Growth (4%)Growth (4%)
  12. 12. Pro356 Consulting, LLCPro356 Consulting, LLC Motivation 2.1 Theory YMotivation 2.1 Theory Y  DemingDeming – Embraced by Japan and ignored in– Embraced by Japan and ignored in the U.S.the U.S.  Can you say Toyota Production System vs. BigCan you say Toyota Production System vs. Big Three Auto Bailout?Three Auto Bailout?  Continuous improvementContinuous improvement andand qualityquality come fromcome from intrinsic motivators like work team autonomy andintrinsic motivators like work team autonomy and desire to do, grow, and learn how to dodesire to do, grow, and learn how to do something better over time.something better over time.
  13. 13. Pro356 Consulting, LLCPro356 Consulting, LLC Motivation 2.1 Theory YMotivation 2.1 Theory Y  Resulted in relaxing of workplace and increaseResulted in relaxing of workplace and increase in employee autonomy.in employee autonomy.  Problems with operation systems = CrashesProblems with operation systems = Crashes sometimes.sometimes.  Q -Q - Have incentive plans ever not produced theHave incentive plans ever not produced the long term results you wanted?long term results you wanted?  What happened when the contestWhat happened when the contest ended?ended?  Q -Q - Has casual Friday reduced turnover orHas casual Friday reduced turnover or increased the bottom line?increased the bottom line?
  14. 14. Pro356 Consulting, LLCPro356 Consulting, LLC 2121stst Century Bugs in the SystemCentury Bugs in the System 1.1. How we do what we do?How we do what we do?  Algorithmic vs. Heuristic TasksAlgorithmic vs. Heuristic Tasks  When you deal with people can you really “program” all theWhen you deal with people can you really “program” all the tasks?tasks? 2.2. How we think about what we do?How we think about what we do?  2002 Nobel Prize in Economics – We are not2002 Nobel Prize in Economics – We are not always wealth maximizers.always wealth maximizers. Let’s play a game.Let’s play a game. 3.3. How we organize what we do?How we organize what we do?  Wikipedia vs. Microsoft Encarta, the rise of openWikipedia vs. Microsoft Encarta, the rise of open source sharing.source sharing.
  15. 15. Pro356 Consulting, LLCPro356 Consulting, LLC Paradigm BustersParadigm Busters True or FalseTrue or False Rewarding an activity will get you more of it.Rewarding an activity will get you more of it. Punishing an activity will get you less of it.Punishing an activity will get you less of it.
  16. 16. Pro356 Consulting, LLCPro356 Consulting, LLC TruthTruth  40 years of experiments have proven conclusively that extrinsic40 years of experiments have proven conclusively that extrinsic incentives produce short term gains and long term losses.incentives produce short term gains and long term losses.  Extrinsic plans are cancer to intrinsic motivation.Extrinsic plans are cancer to intrinsic motivation.  The Sawyer Effect – Practices that turn play into work or vice versa.The Sawyer Effect – Practices that turn play into work or vice versa.  When you “pay for play” you lose the ability to find long termWhen you “pay for play” you lose the ability to find long term enjoyment in the activity.enjoyment in the activity.  A candle problemA candle problem  Kids drawing with crayonsKids drawing with crayons  Run a restaurant and see how relaxing it is toRun a restaurant and see how relaxing it is to dine out; Go stay at another hotel and see if youdine out; Go stay at another hotel and see if you enjoy the experience.enjoy the experience.
  17. 17. Pro356 Consulting, LLCPro356 Consulting, LLC The Big QuestionThe Big Question Are you spending more time and resources onAre you spending more time and resources on intrinsic motivators such asintrinsic motivators such as  training, team building, recognition, and jobtraining, team building, recognition, and job development?development? OROR Are you spending more time and resources onAre you spending more time and resources on extrinsic motivators such asextrinsic motivators such as  bonuses, benefits, work conditions, and supervisionbonuses, benefits, work conditions, and supervision tasks?tasks?
  18. 18. Pro356 Consulting, LLCPro356 Consulting, LLC The Late Fee RevisitedThe Late Fee Revisited  2000 study by Israeli economists:2000 study by Israeli economists:  Letter to parents of day care center, “Letter to parents of day care center, “As you all know,As you all know, the official closing time of the day care center is 1600the official closing time of the day care center is 1600 every day. Since some parents have been coming inevery day. Since some parents have been coming in late, we (with the approval of the governing authorities inlate, we (with the approval of the governing authorities in Israel) have decided to impose a fine on parents whoIsrael) have decided to impose a fine on parents who come late to pick up their children. As of next Sunday acome late to pick up their children. As of next Sunday a fine of $3 will be charged every time a child is picked upfine of $3 will be charged every time a child is picked up after 1610. The fine will be calculated monthly andafter 1610. The fine will be calculated monthly and added to the your monthly bill.”added to the your monthly bill.” Sincerely,Sincerely, The manager of the day care center.The manager of the day care center.
  19. 19. Pro356 Consulting, LLCPro356 Consulting, LLC You make the callYou make the call  What happened?What happened?  Why?Why?
  20. 20. Pro356 Consulting, LLCPro356 Consulting, LLC Throwing the Baby Out With theThrowing the Baby Out With the Bathwater…Bathwater…  Extrinsic motivators work well whenExtrinsic motivators work well when  The task is routine and mechanized activity withThe task is routine and mechanized activity with minimal thinking involved.minimal thinking involved.  You acknowledge to the employees that the task isYou acknowledge to the employees that the task is boring AND explain why the work needs to be done.boring AND explain why the work needs to be done.  You allow the employees some autonomy as to howYou allow the employees some autonomy as to how they complete the task.they complete the task.  But First Try to mix in some job enriching activitiesBut First Try to mix in some job enriching activities before going totally extrinsic.before going totally extrinsic.
  21. 21. Pro356 Consulting, LLCPro356 Consulting, LLC Practical ReviewPractical Review  You make the callYou make the call
  22. 22. Pro356 Consulting, LLCPro356 Consulting, LLC Motivation 3.0Motivation 3.0  Based on 80 years of behavioral researchBased on 80 years of behavioral research and any parent’s observations of a 2 yearand any parent’s observations of a 2 year old.old.  Intrinsic motivation is our universal desireIntrinsic motivation is our universal desire for:for:  AutonomyAutonomy  MasteryMastery  PurposePurpose
  23. 23. Pro356 Consulting, LLCPro356 Consulting, LLC Motivation 3.0 ComponentsMotivation 3.0 Components  AutonomyAutonomy – The freedom to seek unique– The freedom to seek unique solutions.solutions.  MasteryMastery – The desire to get better and– The desire to get better and better at something that matters.better at something that matters.  PurposePurpose – The opportunity to work on– The opportunity to work on something greater than oneself.something greater than oneself.
  24. 24. Pro356 Consulting, LLCPro356 Consulting, LLC Motivation 3.0Motivation 3.0  ManagementManagement – A term created during the– A term created during the mechanized period of the Industrial Revolutionmechanized period of the Industrial Revolution when people were thought of as “resources”.when people were thought of as “resources”. Managers painted extrinsic motivators onto theManagers painted extrinsic motivators onto the worker to produce the end result. (Theory X)worker to produce the end result. (Theory X)  LeaderLeader – 21– 21stst century leader who seescentury leader who sees colleagues as productive assets coming out ofcolleagues as productive assets coming out of their block of humanity. Sculptors bring beautytheir block of humanity. Sculptors bring beauty out of that which is already there. (Theory I)out of that which is already there. (Theory I)  Does your organizationDoes your organization paintpaint oror sculptsculpt ??
  25. 25. Pro356 Consulting, LLCPro356 Consulting, LLC Autonomy – The FourAutonomy – The Four EssentialsEssentials  TASKTASK – Designated “free time” as part of– Designated “free time” as part of the job.the job.  Wm. McKnight 3m CEO, 1940- “Hire goodWm. McKnight 3m CEO, 1940- “Hire good people and leave them alone.” His 15%people and leave them alone.” His 15% free project time lead to Post-it.free project time lead to Post-it.  Google – Gmail, Google Sky, and GoogleGoogle – Gmail, Google Sky, and Google Talk all came out of “free time.”Talk all came out of “free time.”
  26. 26. Pro356 Consulting, LLCPro356 Consulting, LLC Autonomy – The FourAutonomy – The Four EssentialsEssentials  TIMETIME – Focus on results not time.– Focus on results not time.  ROWE – Results Oriented WorkROWE – Results Oriented Work Environment such as Best Buy HQ, GAP,Environment such as Best Buy HQ, GAP, and others.and others.  Do not confuse activity (time) withDo not confuse activity (time) with accomplishments (results)!accomplishments (results)!  You do it in your personal life, so why areYou do it in your personal life, so why are time clocks so essential?time clocks so essential?
  27. 27. Pro356 Consulting, LLCPro356 Consulting, LLC Autonomy – The FourAutonomy – The Four EssentialsEssentials  TECHNIQUETECHNIQUE –– Rather than offshoring,Rather than offshoring, consider homeshoring customer service.consider homeshoring customer service.  These companies lowered recruiting costsThese companies lowered recruiting costs while maintaining high customer servicewhile maintaining high customer service ratings and above average productivity:ratings and above average productivity:  JetBlue, J. Crew, 1-800-Flowers, Office DepotJetBlue, J. Crew, 1-800-Flowers, Office Depot  All minimize scripts and maximize individualAll minimize scripts and maximize individual authority.authority.
  28. 28. Pro356 Consulting, LLCPro356 Consulting, LLC Autonomy – The FourAutonomy – The Four EssentialsEssentials  TEAMTEAM – Given existing employees and new– Given existing employees and new employees power to select their team.employees power to select their team.  Allows for pick up teams to work on non-Allows for pick up teams to work on non- commissioned “free time” projects.commissioned “free time” projects.  Facebook and Gore-TexFacebook and Gore-Tex –– They select theThey select the talent, but the talent selects his/her team.talent, but the talent selects his/her team.  Autonomy allows for people to wantAutonomy allows for people to want accountability not the opposite. (2.0 thinking)accountability not the opposite. (2.0 thinking)
  29. 29. Pro356 Consulting, LLCPro356 Consulting, LLC MASTERYMASTERY  Motivation 2.0Motivation 2.0  ControlControl  ComplianceCompliance  Motivation 3.0Motivation 3.0  AutonomyAutonomy  EngagementEngagement
  30. 30. Pro356 Consulting, LLCPro356 Consulting, LLC Mastery and FlowMastery and Flow  Mikhail CsikszentmihalyiMikhail Csikszentmihalyi  FlowFlow – The optimal state where an activity– The optimal state where an activity is just difficult enough for one to loseis just difficult enough for one to lose oneself in the pursuit of doing it just a littleoneself in the pursuit of doing it just a little better.better.  AutotelicAutotelic – The goal is self-fulfilling. The– The goal is self-fulfilling. The activity is its one reward.activity is its one reward.  When are you in the flow?When are you in the flow?
  31. 31. Pro356 Consulting, LLCPro356 Consulting, LLC Mastery and FlowMastery and Flow  The Goldilock’s Approach to Job EngagementThe Goldilock’s Approach to Job Engagement – Are your– Are your people in positions where the tasks are “not too hot orpeople in positions where the tasks are “not too hot or not too cold”?not too cold”?  The best work comes when people are “engaged” inThe best work comes when people are “engaged” in challenging tasks.challenging tasks.  The current estimate in the US is that most workers areThe current estimate in the US is that most workers are disengaged on their jobsdisengaged on their jobs 50% of the time50% of the time at a cost ofat a cost of $300 billion annually.$300 billion annually.  A study of 11,000 industrial engineers foundA study of 11,000 industrial engineers found that the desire for intellectual challenge wasthat the desire for intellectual challenge was the best predictor of productivity.the best predictor of productivity.
  32. 32. Pro356 Consulting, LLCPro356 Consulting, LLC Mastery ChallengesMastery Challenges  Match what employees must do to whatMatch what employees must do to what they can do.they can do.  If must do > skills = anxiety.If must do > skills = anxiety.  If skills > must do = boredom.If skills > must do = boredom.  If some positions are net boring, add someIf some positions are net boring, add some new challenges to allow for flow.new challenges to allow for flow.
  33. 33. Pro356 Consulting, LLCPro356 Consulting, LLC Three Laws of MasteryThree Laws of Mastery  Mastery is aMastery is a mindsetmindset – Like exercise, the more– Like exercise, the more you work a muscle, the stronger the muscleyou work a muscle, the stronger the muscle becomes.becomes.  Mastery is aMastery is a painpain – Mastery isn’t developed in a– Mastery isn’t developed in a day, but is daily worked on. (10,000 hours)day, but is daily worked on. (10,000 hours)  Mastery isMastery is asymptoteasymptote – You never quite reach it.– You never quite reach it. The frustration is part of the allure. It attractsThe frustration is part of the allure. It attracts because it eludes.because it eludes.
  34. 34. Pro356 Consulting, LLCPro356 Consulting, LLC PURPOSE- THE THIRD LEGPURPOSE- THE THIRD LEG
  35. 35. Pro356 Consulting, LLCPro356 Consulting, LLC PurposePurpose  The rise of corporate goals separate from wealthThe rise of corporate goals separate from wealth maximization.maximization.  Disengagement on the job has lead to increasedDisengagement on the job has lead to increased corporate volunteerism.corporate volunteerism.  GCRC is a classic example of how purpose buildsGCRC is a classic example of how purpose builds morale.morale.  ““Giving back” is good business and part of great teamGiving back” is good business and part of great team building.building.  Giving back through allowing autonomous control byGiving back through allowing autonomous control by employees of charitable donations increases employeeemployees of charitable donations increases employee well being more than external driven bonuses.well being more than external driven bonuses.
  36. 36. Pro356 Consulting, LLCPro356 Consulting, LLC Purpose Goals vs. Profit GoalsPurpose Goals vs. Profit Goals  Longitudinal study of college grads followingLongitudinal study of college grads following those with profit oriented goals and those withthose with profit oriented goals and those with purpose oriented goals:purpose oriented goals:  After 2 years, purpose driven goal groupAfter 2 years, purpose driven goal group reported increase in personal satisfaction.reported increase in personal satisfaction.  Those with profit goals showed no increase inThose with profit goals showed no increase in satisfaction BUT did show an increase insatisfaction BUT did show an increase in anxiety, depression and other negativeanxiety, depression and other negative indicators, even when attaining goals.indicators, even when attaining goals.
  37. 37. Pro356 Consulting, LLCPro356 Consulting, LLC Practical ApplicationPractical Application  The One Minute ManagerThe One Minute Manager Approach:Approach:  Based on a simple rule and it is golden.Based on a simple rule and it is golden.  Treat everyone like you want to beTreat everyone like you want to be treated.treated.
  38. 38. Pro356 Consulting, LLCPro356 Consulting, LLC Begin with the End in MindBegin with the End in Mind 1.1. When you help your staff achieve goalsWhen you help your staff achieve goals that are broader than the organizationthat are broader than the organization and may include leaving yourand may include leaving your organization, you show trust.organization, you show trust. 2.2. Trust builds loyalty and reduces stress.Trust builds loyalty and reduces stress. 3.3. Loyalty and reduced stress driveLoyalty and reduced stress drive productivity.productivity. 4.4. Productivity drives profitability.Productivity drives profitability.
  39. 39. Pro356 Consulting, LLCPro356 Consulting, LLC Take StockTake Stock  Anonymously survey your staff regardingAnonymously survey your staff regarding where they are now.where they are now.  See handoutSee handout
  40. 40. Pro356 Consulting, LLCPro356 Consulting, LLC Job Description Spring CleaningJob Description Spring Cleaning  Review jobs in detail:Review jobs in detail:  Why do we do these tasks this way?Why do we do these tasks this way?  What tasks could be delegated?What tasks could be delegated?  What tasks would challenge the individual?What tasks would challenge the individual?  For what team projects would this person be a goodFor what team projects would this person be a good fit?fit?  For each employee ask them to simultaneouslyFor each employee ask them to simultaneously review their job description.review their job description.  Compare their review with yours.Compare their review with yours.
  41. 41. Pro356 Consulting, LLCPro356 Consulting, LLC One Minute Goal SettingOne Minute Goal Setting  Agree on your goals.Agree on your goals.  See what good behavior looks like.See what good behavior looks like.  Write out each goal on a single sheet of paperWrite out each goal on a single sheet of paper using less than 250 words.using less than 250 words.  Read and re-read your goal, which requires onlyRead and re-read your goal, which requires only a minute or so each time you do it.a minute or so each time you do it.  Periodically take a minute out of your day andPeriodically take a minute out of your day and assess your performance.assess your performance.  See whether or not your behavior matches yourSee whether or not your behavior matches your goals –goals – DIY Reviews.DIY Reviews.
  42. 42. Pro356 Consulting, LLCPro356 Consulting, LLC One Minute PraisingOne Minute Praising Help People Realize Their Full PotentialHelp People Realize Their Full Potential Catch Them Doing Something RightCatch Them Doing Something Right  Tell peopleTell people up frontup front that you are going to let them know how theythat you are going to let them know how they are doing.are doing.  Praise people immediately.Praise people immediately.  Tell people what they did right –Tell people what they did right – Be specific.Be specific.  Tell people how good you feel about what they did right, and how itTell people how good you feel about what they did right, and how it helps the organization and the other people who work there.helps the organization and the other people who work there.  Stop for a moment of silence to let them “feel” how good you feel.Stop for a moment of silence to let them “feel” how good you feel.  Encourage them to do more of the same.Encourage them to do more of the same.  Shake hands or touch people in a way that makes it clear that youShake hands or touch people in a way that makes it clear that you support their success in the organization.support their success in the organization.
  43. 43. Pro356 Consulting, LLCPro356 Consulting, LLC The One Minute ReprimandThe One Minute Reprimand  Tell peopleTell people beforehandbeforehand that you are going to let them know howthat you are going to let them know how they are doing and in no uncertain terms.they are doing and in no uncertain terms.  The first half of the reprimand:The first half of the reprimand:  Reprimand people immediately.Reprimand people immediately.  Tell people what they did wrong - be specific.Tell people what they did wrong - be specific.  Tell people how you feel about what they did wrong – and in noTell people how you feel about what they did wrong – and in no uncertain terms.uncertain terms.  Stop for a few seconds of uncomfortable silence to themStop for a few seconds of uncomfortable silence to them feelfeel howhow you feel.you feel.  The second half of the reprimand:The second half of the reprimand:  Shake hands or touch them in a way that lets them know you areShake hands or touch them in a way that lets them know you are honestly on their side.honestly on their side.  Remind them how much you value them.Remind them how much you value them.  Reaffirm that you think well of them but not of their performance inReaffirm that you think well of them but not of their performance in this situation.this situation.  REALIZE THAT WHEN A REPRIMAND IS OVER, IT IS OVER.REALIZE THAT WHEN A REPRIMAND IS OVER, IT IS OVER.
  44. 44. Pro356 Consulting, LLCPro356 Consulting, LLC One Minute Theory I approachOne Minute Theory I approach  Everyone Is A Potential Winner.Everyone Is A Potential Winner.  Some People Are Disguised As Losers.Some People Are Disguised As Losers.  Do Not Let Their Appearances Fool You.Do Not Let Their Appearances Fool You.
  45. 45. Pro356 Consulting, LLCPro356 Consulting, LLC ResourcesResources  Intrinsic motivation sitesIntrinsic motivation sites  Motivational literatureMotivational literature  ArticlesArticles  QuestionsQuestions

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