This document summarizes a presentation on building a culture of motivation. It discusses: 1. The costs of disengaged employees to businesses in lost productivity. 2. The difference between motivation, which drives employees, and engagement, which is the extent employees are plugged into their work. 3. Actions and behaviors of motivated employees like giving 100% effort and being proactive. 4. Actions of engaged employees like using their talents daily and having emotional commitment. 5. Focusing on intrinsic rather than extrinsic motivators like autonomy, mastery, and purpose to better engage conceptual thinkers.

1. How to Build a Culture of Motivation
Pam Holloway
2011 National Management Meeting
March 2, 2011

2. 2
Understanding the Payoff
• 300 billion
• $3400 loss per $10,000 in salary
• 54 percent
• 20-2000 percent

3. 3
The impact of Motivation & Engagement
• 300 billion: cost to US businesses of disengaged
employee productivity loss
• $3400 times $10,000 in salary: Annual per disengaged
employee cost
• 54 percent: Percentage of un-engaged employees in
the US
• 20-2000 percent: ROI for engagement
Source: Gallup Research 2002-2006

4. 4
What is disengagement or lack of motivation costing you?

5. 5
Motivation Versus Engagement
• Motivation is what drives or propels you. Engagement is the
extent to which you’re “plugged into” the work and the
larger organization.
• An engaged employee is motivated. However, you can be
motivated, but not engaged.
• We will discuss both aspects.
• Larger goal with bigger payoff is Engagement

6. 6
What does a culture of motivation look like?
• What are the actions and behaviors of motivated employees?

7. 7
• Gives 100%
• Self-directed
• Proactive. Doesn’t wait to be told what to do.
• Not afraid to take risks, step outside their comfort
zone
• Committed
• Enthusiastic and energetic
What are the actions & behaviors of motivated employees?

8. 8
What does an engaged culture look like?
• What are the actions and behaviors of engaged employees?

9. 9
Gallup’s Definition of the Engaged Employee
1. Use their talents every day
2. Consistent levels of high performance
3. Intentional building of supportive relationships
4. Clear about desired outcomes of their role
5. Emotionally committed to what they do
6. High energy and enthusiasm
7. Broaden what they do and build on it
8. Commitment to company, work group and role

10. 10
What can you as a leader influence?
• Of the items on the list, which can you influence?
• What specific actions might you take?

11. 11
Start with Beliefs
• Good ideas, but are we
putting the cart before the
horse?
• Before we look at Actions,
let’s make sure we have our
Beliefs on straight.

12. 12
What do you believe about motivation?
1. Pick One:
A. Most people are inherently lazy and will avoid work
whenever possible. They need external motivation
(carrots or sticks) in order to succeed. Work is an
obligation. OR….
B. Most people are naturally driven to take
responsibility, self-direct and excel. Work is a natural
state and source of enjoyment and fulfillment.
2. What are other beliefs about motivation and what drives
employees?

13. 13
Time for a reboot?
• What if everything we thought about
motivation and what drives employees
was wrong?
• There is a mismatch between what
science knows and what business does
• In particular…External contingent
motivators (“if you do this, you’ll get
this”) aren’t as effective as we once
thought.

14. 14
Daniel Pink: The Surprising Truth about Motivation
http://www.youtube.com/watch?v=u6XAPnuFjJc

15. 15
What We Learned from the Research
• Current motivational theories are based on an inherent belief
that work is not enjoyable and people have to be “coaxed”
with external rewards and threats.
• This “sticks and carrots” approach works for routine
algorithmic (left brain) work but can be devastating for creative
and conceptual, right brain work.
• Percentages of routine versus conceptual work have flipped.
Today, only 30% of work is routine, left brain, 70% is
conceptual, right brain.
• Intrinsic motivation is essential for right-brained work. Sticks
and carrots approach can actually impair performance.

16. 16
Change in Focus
• From extrinsic contingent rewards and motivators
• To intrinsic – satisfaction of psychological needs:
• Autonomy: Freedom to achieve outcomes in our own way
• Mastery: Feel competent in our abilities to do work
• Purpose: Connection to a larger purpose and people

17. 17
Hierarchy of Motivation & Engagement

18. 18
What is your role in creating a culture of motivation?

19. 19
What does intrinsic motivation look like?
• Comes from “within” the person
• Attached to experiences and beliefs
• You can’t dictate or control the way you can with
external rewards and threats
• You can only enable it by creating an environment that
allows it to grow and thrive

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How can you influence or enable intrinsic motivation?

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6 Areas of Focus for Enabling Intrinsic Motivation
1. Focus on strengths not weaknesses. Match people to work.
Provide opportunities for people to be “in the zone.”
2. Recognize individual differences including different internal
motivators.
3. Connect people and their work to a larger vision and purpose.
4. Clearly communicate outcomes, but give people the latitude to
do it their way.
5. Provide inspired leadership. Lead by example.
6. Provide regular, meaningful communications which convey a
clear description of "what's going on“ and “how I’m doing.”

22. 22
1. Job Fit
• Be aware of the employee’s natural strengths and
talents
• Match people to work that enables them to use their
natural strengths and talents on a daily basis.
• Clear the path so that they can do what they do best
without unnecessary distractions.
• Provide “in the zone” opportunities
• Provide feedback on strengths and application of natural
strengths and talents.

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2. Recognize Individual Differences in Motivation
• Although there are universal psychological needs, one
size does not fit all
• Understand my values, and you understand what drives
me
• It’s all relative

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3. Larger Vision & Purpose
• Regular communication of larger organizational goals
and objectives and how employee’s team and their
individual work impacts those goals and objectives.

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4. Outcomes but not Steps to Get There
• Communicate larger outcomes of work, but not the steps
to get there.
• Give each person ownership and creation of outcomes
and latitude to accomplish work their own way.
• Suggest strategies to get to results and point out
progress along the way.

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5. Inspired Leadership
• Be a role model of motivation and engagement

27. 27
6. Regular Communication & Feedback
• Cooperative establishment of Goals and Objectives with
regular, semi-formal progress and review (Monthly,
Quarterly, Annual Reviews)
• Regular, informal conversations about work and progress
towards goals
• Regular positive feedback (remember earlier focus on
Strengths, rather than Weaknesses)

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How are you doing today? Where will you focus?
Job Fit. Focus on Strengths. 1……………..5……….……10
Individual motivation -no “one size fits
all”.
1……………..5……….……10
Link to big picture vision and purpose. 1……………..5……….……10
Clearly communicate outcomes, but
latitude to achieve outcomes their way.
1……………..5……….……10
Inspired leadership. Demonstrating
intrinsic motivation/engagement.
1……………..5……….……10
Provide regular, meaningful
communication and feedback.
1……………..5……….……10

29. 29
Quality of Relationships
• People don’t leave companies, they leave managers
• If employees' relationship with their managers is fractured,
then no amount of perks will persuade the employees to
perform at top levels. Employee engagement is a direct
reflection of how employees feel about their relationship
with the boss.
• Quality of working relationships with peers, superiors,
and subordinates is a critical element of engagement.
• A best friend at work” and relationships with people we
share interests and values with is critical to employee
engagement.

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What People Believe Shape What People Achieve
• Mastery is a mindset: what people believe shapes what people
achieve
• Carol Sweck – self-theories determine how we interpret our
experiences and set boundaries on what we accomplish
– Entity theory – intelligence is an entity. It exists in finite supply
that we cannot increase
– Incremental theory – while intelligence may vary slightly from
person to person, it is ultimately something that with effort we
can increase
• Performance goals vs. learning goals. Getting an A in French class is
a performance goal. Being able to speak French is a learning goal.
Both can fuel achievement but only one leads to mastery.

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All behavior is rewarded
• Every person is doing what they do because they are
getting something out of it.
• If you want to change the behavior, identify the larger
payoff (power, freedom, love, etc.) and help them find a
better way to achieve the benefit/outcome.

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Where will you focus?
• Identify at least one “quick hit” you can do to move your
organization further along the culture of motivation
continuum.
• Identify 2-3 longer term goals for improving the culture.