4. There are those who make things happen,
…those who watch things happen,
…and those who wonder what happened.
- fortune cookie
5. Objectives
• Define Engagement & Motivation
• Understanding motivation factors
• How to take actions to motivate your colleagues
• Uncover PETs (Personal Engagement Triggers) to
improve engagement levels
6. Engagement
Our employees’ decision to…
• apply their discretionary efforts to the goals of
the enterprise,
• to accept those goals as their own and
• to wholeheartedly commit themselves to
achieving those goals.
11. Motivation
The factors that stimulate desire and energy
in people to be continually interested and
committed to a job or subject.
12. Outdated motivation theory
- Leads to distrust of supervisor
- Motivation by fear
- Short term results
- Results are immediate
- Extrinsic – Motivator is present
13. The Role of Personality in Motivation
Daniel Pink
Autonomy
You probably want to do something interesting, let me
get out of your way!
Mastery
I want to get better at stuff.
Purpose
I can make a difference in the world.
16. Techniques to Keep Staff Engaged
Communicate Consistently
Rally the Team!
Emphasize Personal Health
Give Regular Feedback
Say Thank You
Get to Know Your Staff
Encourage Participation
18. Exercise Idea
Personal Engagement Triggers (1 week later)
• How much autonomy did I have during the activity?
• What there purpose in this activity?
• Did I learn or get better at something?
20. Thank you!
Resources
NATE HILL
1) Daniel H. Pink; DRIVE: The Surprising Truth About What Motivates Us
2) www.staffmotivationmatters.co.uk
3) GALLUP Business Journal; “Three Strategies for Making Employee
Engagement Stick” Jan. 17, 2013
4) “Managing People: Lessons From Matsushita Konosuke”,
Professor Etsu Inaba The Asian Institute Of Management
Editor's Notes
Is this how the majority of us feel?
What percentage of people are “Satisfied” with their job? [45%]
What percentage do you think are “engaged” at work? [29%]
So if you aren’t fully engaged at work, then you are in the majority.
What does this phrase mean to you?
[Question]
What do you think this very wise person at the fortune cookie factory was getting at?
Going to be talking a lot in this session, but also want your input.
I also encourage your questions. I want this to be interactive.
Let’s break down what engagement means.
The simplest definition of engagement is [SLIDE]
Open Left Flip Chart to definition.
[Center Flip Chart]: Question to the group:
Why do we want engaged staff?
A recent study showed that
companies with highly engaged employees…
26% higher employee productivity, lower turnover risk, greater ability to attract top talent.
Having stress and demands don’t make us become disengaged, but the opposite..
If we are not engaged or fulfilled by our work, the job becomes stressful or more demanding than we want.
If left unchecked, this can lead to burnout…
Some equate burnout with overwork and being really tired…it’s actually the result of negative energy being produced that becomes chronic stress. This is a serious medical condition that can set off other problems like depression, stroke, suicidal thoughts, and mental breakdown. It’s the last stage of chronic stress. Burnout occurs when all your energy resources: emotional, physical and mental – have been used up. Stress responses suppress the immune system, tissue repair and digestion processes to drive blood to the arms and legs to fight or run from danger. The longer chronic stress lasts, the more damage it does to your body and the more resources it depletes.
Why do I share all of this?
We spend too many hours at work to be anything but fully engaged in our jobs. And it’s healthier to be engaged in our job.
Are we not motivated correctly? Do we not know how to motivate our staff?
Before we beat ourselves up, let’s look at Motivation…
Notice that up until now, we have discussed Engagement without much reference to Motivation. That’s because engagement by definition is our own personal or emotional commitment to our job.
[To the group – take input]
Then what is motivation??
Notice that up until now, we have discussed Engagement without much reference to Motivation. That’s because engagement by definition is our own personal or emotional commitment to our job.
[To the group – take input]
Then what is motivation??
[Definition]
Motivation is the factors that stimulate desire and energy in people to be continually interested and committed to a job or subject – or to make an effort to attain a goal.
[Open Flip Chart] to definition.
Has the way we attempt to motivate people evolved over the years?
Motivation theories of the early 20th century have become outdated, yet we still see them in large organizations today.
Circle the word Factors on the Motivation definition chart.
Circle the words emotional commitment on the Engagement definition chart, and summarize the two definitions to distinguish the difference.
Carrot and Stick theory: Dangle a crunchier carrot to reach for, or take the penalties (the stick).
It is named in reference to a cart driver dangling a carrot in front of a mule and holding a stick behind it. The mule would move towards the carrot because it wants the reward of food, while also moving away from the stick behind it. However, the carrot is always JUST out of reach.
Simplified, “Should I bribe my people or simply threaten them?”
To motivate is to change behavior.
The Carrot and Stick approach
achieved by force or by choice,
through use of incentives.
In times of downsizing and other ‘organizational stress’, the sophistication disappears and more crude forms of carrot and stick reappear.
Findings have found that carrots can work (if administered correctly) but penalties not as much…
Leads to distrust of supervisor
It’s usually motivation by fear (when all else fails)
Best used for short term results, as compliance is instantaneous and results are immediate.
It’s Extrinsic, - the motivation only works while the motivator is present.
Daniel Pink: Exposes the mismatch between scientific research and what business does, and how that affects every aspect of life.
= Work has changed from the 20th century: work has become more creative, less routine, and it also has become more enjoyable.
Previously taught that work is NOT inherently enjoyable.
CLICK -
Pink examines 3 elements of true motivation, that lead to better performance and personal satisfaction: Autonomy, Mastery, and Purpose.
Autonomy - the desire to direct our own lives
Mastery - the desire to continually improve at something that matters to us
Purpose - the desire to do things in service of something larger than ourselves.
There’s a lot of research that proves money is not our main driver in coming to work Of course we need money to live, but once our basic needs are met, other factors become driving forces.
When these three factors are not present in our jobs, we find ourselves missing them, and looking for other ways to satisfy them. (vocation vacations?)
(Worked as an aide to Sec of Labor Robert Reich and was chief speechwriter for VP Al Gore (‘95-’97), - his last real job until becoming a “free agent”. )
Engaged Employee statements
Answer how you identify with each of these statements.
Add up “yes” answers
This reflects your current level of engagement in the workplace.
The first two are critical – they address employees’ primary needs.
The others
How they can contribute
How they are valued or give purpose
How they are developed/want to achieve mastery
You can also use these statements during the interview process to help determine if
Hiring engaged future staff members.
We all know that past behavior predicts future behavior, so take these statements and structure them into an experience question:
“Tell me about a time when…”
“In your previous position/experience, give me an example of when…”
We can’t control all aspects of our job that can affect engagement.
But from the Employee Engagement chart, look for the areas that you CAN control.
You will be surprised at how much you can contribute to motivation at work, and as a result, your well-being away from work.
Exercise:
Look at the engagement areas; can you think of some ways that you could improve engagement with your staff.
The card exercise is one way you can find out what your staff’s personal engagement triggers are.
So how else can you as a leader assist in contributing to your staff’s engagement at work?
There are a couple handouts,
Keeping Staff Engaged
Tips for Creating Positive Staff Recognition
We all have what I call Personal Engagement Triggers (or PETS)
= triggers in us that cause us to contribute every day or create a connection with our work.
These come from within us,
There are things that you as a leader can do to stimulate these triggers within your staff.
Here’s an optional exercise you can take back to your staff to help uncover their PETS. Give them a week to complete.
Hand out 5 red and green postcards for each for each day of the week. (25 of each, total)
Throughout the work day, have them write down those activities which positively and negatively affect trigger their engagement level.
Green card: Write down a high point of your day: what gives you a burst of energy or puts you in ‘flow’. Those activities that give you drive to continue on.
…so in the moment that you lose track of time and place. “forgetting yourself in a function”
Red card: Write down a low point of your workday: what drains you of energy. Pains you to complete. Difficult to keep your attention or concentration.
After the week, reconvene (in person or conference call) and go over the two stacks – red activities and green activities.
Then have them ask themselves these 3 questions.
Refer to handout and review.
For Personal Health, remember to check out Webster – EAP site for resources on reducing stress, diet and exercise, meditation, etc.
Webinars also available.
And sites like…
http://www.stress.org/
www.lifecare.com
