Motivation, your ally to drive people for success; Let us put structure to behavior

1. Management Fundamentals:
Motivation
Project Management Consulting
Yossi Barezer
June 2016

2. AGENDA
What is Motivation
Strength-Based Assessments - SDI
Intrinsic and Extrinsic motivation
Maslow's Hierarchy of Needs
Engagement

3. Preview
• This is a very complex subject where there is a
trial to put structure to behavior
• There are many theories, models, and
researches done by psychologists that used to
explain what is motivation
• I will explain 3 theories that are commonly
used in the industry

4. What Is Motivation
• The force to do something
• It can be free will or due to authority
• Each individual has his own reasons to be
motivated
• Synonyms…
- Will, inner force, incentive, stimulation, desire,
ambition, inspiration, enthusiasm, drive, target,
achievement…

5. Motivation - Why
• Generate incentives to achieve goals
• Motivate by influence and not manipulation
• Use authority as the last resort
• The stick and the carrot model… bonus, high
salary, working late hours, personal laptop &
phone has its limitation

6. Strength Based Assessments
Focus
on
People
Focus
on
performance
Focus
on
Process
HUB

7. • Also named SDI – Strength Deployment
Inventory
• SDI is usually reflected as a triangle
• This method evaluates the strengths of the
individual categories into 3 main groups/
colors:
- Blue: focus on people
- Red: focus on performance
- Green: focus on process
Strength Based Assessments

8. • There are also combinations between the
main categories generates sub category:
- Blue - Red
- Red - Green
- Green - Blue
• A Hub person has all strengths and does not
lean to a specific strength
Strength Based Assessments

9. • Easy to understand why someone is doing
something
• It helps to understand the difference between
individuals
• Enable the team to act differently to motivate
each other
• Allow the manager and the team to adjust and
resolve conflicts based on the strength of the
individual
Strength Based Assessments

10. A Blue person focuses on people and easily social
with other people. Usually, he has high
presenting skills.
A Red person focuses on performance and
outcome. Focus on the bottom-line and wants
things to get done ASAP, even without all
relevant data.
A Green person focuses on process and wants to
get all the data, such as detail documentations,
tables, etc. before making any decision.
Strength Based Assessments

11. Intrinsic and Extrinsic Motivation

12. • Intrinsic people motivated by personal/self
desire
• They generate inner achievements; It can be
climbing on a cliff or complete a task
• They need time to think and process things
– It may take them a few days…
Intrinsic and Extrinsic Motivation

13. • Extrinsic people are looking outside to get
enforcement of their thoughts, acts and
achievements
• They will share and discuss the data and
information with many people before making
a decision
• They may be satisfied when they get a good
feedback, a bonus or just being with someone
Intrinsic and Extrinsic Motivation

14. 1. Self actualization & luxury/achievement of
full potential/can never be fully accomplished
2. Self-esteem/Recognition/Achievement
3. Social/Love/Friendship
4. Safety/Security/Shelter/Health
5. Physiology (hunger, thirst, sleep, etc.)
Maslow's Hierarchy of Needs

15. • Based on the assumption that people are
inherently good and individuals possess a
constantly growing their inner drive
• Commonly used a triangle scheme for
classifying human motives
• The hierarchy of needs consisting of five
hierarchic classes
Maslow's Hierarchy of Needs

16. • The needs, listed from basic (5: lowest-
earliest) to most complex (1: highest-latest)
• Once the individual achieves the lowest need,
he/she can move to the next level of need
until reaching the highest need
Maslow's Hierarchy of Needs

17. Engagement
• Provide Achievable goal
• Challenge to the individual level and above
• Delegate your workload
• Provide clear Expectation
• Help to achieve their needs

18. • Focus on Improvement rather than blaming
• Promote Progress and Process and not the
final destination
• Use Narrative; it can be a symbol, phrase,
song…
 “May the force be with you”…
 Go Team
 Delta (task) Force
Engagement

19. • Advocate Small Changes that can
demonstrate progress
• Stimulate by targeting for a Stretch Goal
• Use We rather than I
Engagement

20. Thank You

21. Links to Previous Managements
Fundamentals Lectures
Lecture # Topic Description
1 Introduction Describes the difference between Soft Skills and
Hard Skills
2 The Iceberg Model Explain why soft skills are the primary contributor to
project success
3 Communication Manage one of the main causes for project failure;
Get familiar with The C’s of Communication's model
4, part 1 Building A Team Part 1 Learn the 4 stages of team building
4, part 2 Building A Team Part 2 10 steps to develop an effective team