Meetings & motivation

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Meetings & motivation

  1. 1.
  2. 2. Reconnection / Integration<br />Last Session – Situational Leadership, DISC Behavior Styles, Conflict – Styles & Coaching, Communication<br />Reacquaint yourselves with each other<br />What about last session seemed most relevant/applicable in life over the last few weeks?<br />What was most difficult or resisted?<br />What was most worthwhile and enduring?<br />
  3. 3. Building the map of our world<br />Language and behavior<br />What I say<br />Loss of information<br />Our World Vision<br />What I <br />think<br />From reality to language<br />Deduction/interpretation<br />Our perception<br />What I <br />perceive<br />Personal, cultural, neurological filters<br />The reality / the world<br />The facts<br />
  4. 4. Communication is a process that takes time!<br />Degree of understanding<br />Shared view<br />Exchange of receipt<br />Begin to test degree<br />of understanding<br />Believe that I (the Other one)<br />have understood<br />Can repeat<br />Did hear<br />Did not hear<br />My<br />world<br />Your<br />world<br />
  5. 5. The MASLOW hierarchy<br />Abraham Maslow believe that satisfying just physiological and safety needs is not enough to motivate a person fully. Once these needs have been appeased, there are others waiting to take their place. The Maslow hierarchy can be applied to very aspect of life, and the more ambitious and satisfied the personality, the greater the potential contribution to the organization.<br />Self-realization<br />Achieving individual potential; winning<br />Esteem needs<br />Being well regarded by other people; appreciation<br />Social needs<br />Interaction with other people; having friends<br />Safety needs<br />A sense of security; absence of fear<br />Physiological needs<br />Warmth; shelter; food…<br />
  6. 6. Figuring out what employees want<br />A survey of about 1,000 employees from across 7 industries <br />to answer the question: « What things are most important to employees? »<br />A learning activity (N°1) and choice of assignment (N°9)<br />Flexible working hours (N°2) and time off from work (N°7)<br />Personal praise - verbal (N°3), public (N°8) or written (N°10)<br />Increased autonomy (N°5) and autonomy (N°4) in their job<br />Time with their manager (N°6)…<br />… and « cash rewards » ranked 13th in importance to employees!<br />The key to motivating your employees: <br />Ask them what they want!<br />
  7. 7. Managing Meetings« Meetings are the primary forum in which team members conduct business and communicate with one another »<br />The eight keys to great meetings<br />Be prepared: preparation is 90% of success<br />Have an agenda: <br />Start on time and end on time (or sooner)<br />Have fewer but better meetings<br />Think inclusion, not exclusion: <br />Maintain the focus<br />Capture action items.<br />Get feedback<br />
  8. 8. Death by Meeting<br />
  9. 9. Distinguish between the important and the UrgentTime Management Matrix<br />NOT URGENT<br />URGENT<br />I<br />II<br /><ul><li>Preparation
  10. 10. Prevention
  11. 11. Values clarification
  12. 12. Planning
  13. 13. Relationship building
  14. 14. Needed relaxation
  15. 15. Skill building
  16. 16. Crises
  17. 17. Pressing problems
  18. 18. Deadline-drivenprojects, meetingspreparations</li></ul>IMPORTANT<br />Live above the Line<br /><ul><li>Trivia, busywork
  19. 19. Some phone calls
  20. 20. Time wasters
  21. 21. ‘Escape’ activities
  22. 22. Irrelevant e mail
  23. 23. ‘Business-as-usual’
  24. 24. ‘Comfort’ activities
  25. 25. Needless interruptions
  26. 26. Unnecessary reports
  27. 27. Unimportant meetings phone calls, mail
  28. 28. Other people’s issues</li></ul>NOT IMPORTANT<br />III<br />IV<br />Source: FranklinCovey<br />H3-01<br />
  29. 29. Managing priorities« If you put first things first, you are organizing and managing time and events according objectives and priorities you established»<br />Whatis the focus of your management?<br />

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