Motivation- What the Experts Say
•Download as PPTX, PDF•
0 likes•68 views
Motivation has been one of the most written-about and widely-discussed topics over many decades across every kind of organization imaginable. Although it can mean different things to different people, motivation is most often viewed as a methodology managers use to coax team members to be more productive and feel better about their jobs than they otherwise would without management’s efforts. Based on the work of many researchers over the years, one thing seems clear: we humans do what we do to satisfy our individual needs and these vary widely in their variety and intensity. The challenge for managers at all levels is to develop a multi-prong approach that helps employees satisfy their individual needs and the organization’s needs at the same time. In this one-hour webinar, Geoff Nichols, Senior Trainer with HRDQ, provides specific methods and tips to help attendees identify what they can do to help their employees fulfill their needs by helping the organization excel. https://www.hrdqu.com/webinars/motivation-experts-say/
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Motivation- What the Experts Say
Similar to Motivation- What the Experts Say (20)
More from HRDQ-U
More from HRDQ-U (20)
Recently uploaded
Recently uploaded (20)
Motivation- What the Experts Say
- 2. MOTIVATING YOUR TEAM MEMBERS Presentation by Geoff Nichols
- 3. ©2016byHRDQ.Allrightsreserved. 3 Senior Instructor with HRDQ Consultant in Organizational Learning Executive with a public seminar company Manager in H.R., Training and Sales B.A. in Psychology; M.S. in Safety Engineering Geoffrey W. Nichols
- 4. Question One 1. How many of you have kept a note or written performance review from one of your supervisors long after you worked for them? Please select “Yes” or “No.”
- 5. Question Two For Those Who Responded “Yes,” Why? A. It makes you feel good to read them once in a while. B. You wanted to keep good documentation. C. You stuck it in a file and forgot about it until you re-discovered it one day. D. Other – please state briefly in the Questions Box.
- 6. Agenda Principles of Motivation Personality Styles Individual Motivation Emotional Nutrition
- 7. Definitions of Motivation “A reason to act.” A skill that individuals already have [and can learn to improve]. “The condition of being eager to act/work.”
- 9. Motivators and Dissatisfiers Motivators – Intrinsic factors: Challenging work, recognition, involvement, achievement Dissatisfiers – Extrinsic factors: Policies, supervision, salary, working conditions
- 10. Focus on Higher Order Needs “Why is this important?” “How does this help people?” “What are our goals?” “How do I fit in?”
- 11. Does Money Motivate? It depends on: The kind of job The motivators of the person
- 12. ©2016byHRDQ.Allrightsreserved. 12 Personality Style at Work Personality style is defined by the intersections of Task vs. Relationship preference, and Internal Focus vs. External Focus
- 13. ©2016byHRDQ.Allrightsreserved. 13 Each of the four Personality Styles has a unique set of 3 drivers (outer ring of the PSAW wheel. Drivers are primary motivators that guide your actions, decisions, and your general approach to life. Personality style is defined by the intersections of Task vs. Relationship preference, and Internal Focus vs. External Focus Personality Style at Work
- 14. PSAW Drivers Direct: Control, Achievement, Challenge Spirited: Initiation, Conceptualization, Collaboration
- 15. PSAW Drivers Considerate: Harmony, Consensus, Recognition Systematic: Organization, Objectivity, Tradition
- 16. Two More Dimensions Influencing Drivers Assertiveness & Expressiveness
- 17. Individual Motivation Be a “coach” to team members Use “One Minute Manager”
- 18. Individual Motivation Write brief handwritten notes Use “1001 Ways to Reward…”
- 19. Emotional Nutrition Emotional Labor Emotional Nutrition
- 20. Conclusion Final thoughts Questions & answers
Editor's Notes
- My role is to conduct this training and answer questions a long the way and after the webinar if you wish. Dennis Barr, who is a Business Development specialist for HRDQ is assisting me today. He is very knowledgeable about PSAW and has sold many of them. So he will be an excellent resource…>
- I have a question: How many of you have kept a note or performance review from one of your supervisors long after you worked for them? Please raise your hands. My second question for those who did keep a note or performance review is: Why did you keep it? Was it because: It makes you feel good to read it once in a while You wanted to keep good documentation You stuck it in a file and forgot about it until you re-discovered one day Let’s get a quick count/percentage of responses. Now let’s go to the next question – why?
- After responses: For those who responded, was it because: (Respond only to one) A. It makes you feel good to read it/them once in while B. You wanted to keep good documentation C. You stuck it in a file and forgot about it until you re-discovered it one day. D. Other – Please state briefly in Chat In the course of this webinar, we will see how these questions and your answers apply to motivation and what we can do to use the principles to help everyone’s best interests.
- Here are the topic areas we’ll be covering: Principles of motivation Personality Styles at Work Individual motivation Emotional nutrition (morale) Let me summarize your responses… So what we’re saying is that our efforts to help our team members to be well motivated are really focused on recognition of their good work and their value to you and the team. There is an old saying that “what gets rewarded gets repeated.” So when the people you work with go above and beyond, you have a great opportunity to reward it with some kind of recognition. This reflects one of the key motivators or reasons to act that all of us have – the need for positive self-esteem. Let’s take a look at how the basics of this work.
- The word motivation has different meanings for different people. As I look at this set of brief definitions, they appear to me to be different angles on the same thing – how can our team members be encouraged and even taught to perform at higher-than-expected levels? The second bullet is something I found when a friend sent it tome. It’s offered by a consultant named Susan Fowler and it’s a different approach altogether. She suggests that motivation is a skill-set that people already have and apply differently in different situations. It’s essentially self-determined. She goes on to say that the supervisor’s job is not to motivate their team members but to train them to use higher levels of motivation skills such as to stay, endorse the organization, use discretionary effort on behalf of the organization, use citizenship behaviors, and perform at above-expected standards. The third bullet is what I regard as the most common definition of motivation. We will be exploring different ways to help people be more eager in the rest of this webinar.
- I’m sure everyone watching has seen this pyramid and learned about Abraham Maslow’s Hierarchy of Human needs. It starts at the bottom and works up from there as each level of needs is satisfied… The first need every human has is “physiological.” This refers to air, water, food, sleep - everything we need to physically survive. The second need is “security.” This refers to shelter from the weather, clothes to keep us warm and personal safety. The third need is “belonging.” This means feeling like a valuable part of a group – family, work team, Falcons fans, etc. The fourth need is “self-esteem.” It refers to the need to feel good about ourselves. Finally, there is “self-actualization.” This means feeling that we are fulfilling our potential physically or mentally or emotionally or in some combination. Most of the motivational methods used today are targeted at the upper three levels of “belonging,” “self-esteem,” and “self-actualization” and this approach has been shown to be effective. However, there may be more we can do at the highest level – self-actualization. We’ll talk about that in a minute.
- Fredrick Herzberg proposed a Two-factor approach to looking at motivation – seeing it as stemming mostly from work-related, intrinsic factors. This means that the things that cause people to be “eager” to work or act come from the job itself. However, dissatisfiers such as those shown here are extrinsic or external to the job itself. This is similar in some ways to Maslow’s hierarchy and both are helpful in guiding us to understand motivation better and actually take action to increase our co-workers level of eagerness to execute their job tasks.
- Regardless of the theory we use, it seems clear that our challenge is capture both the hearts and minds of our team members. As we will see later, there is a way to identify which of these two factors – heart or mind – is best to focus on with each person we supervise or work with. The questions above are a sort or checklist for communicating with others at work about important issues such as changes in procedure, mission or direction of the organization. All of them apply directly to upper-level motivators. They can also be used as reminder for coaching and reinforcing conversations we have on more of a routine basis. Why…? Is a key question that is much more important than most people realize. It’s the mission of the team or organization. Explaining why provides the big picture and helps people want to be part of it. How… help people? This is the vision of the organization and it enables people to attach a worthwhile meaning to the requested action. Ultimately, every organization must answer this question or collapse. Goals? Goals are one of the best means of articulating desired performance . By definition, goals define above-expected action or performance. Fit in. All of us want to carry out an important role in the success of the team and organization. Helping people feel important in an authentic way is very powerful.
- First, it depends on the kind of job in terms of its difficulty and its impact. A sales job is generally regarded as more difficult than most because of the high numbers of rejections sales people must deal with and how much revenue the job can deliver. It also depends on the motivators of the people in the job. For those who are highly motivated by money, it’s largely because it allows them to keep increasing their standard of living and to keep demonstrating their high level of effort and skill. This often leads to a higher level of success and status. However, there are people who are highly motivated by money but only up to a point. Once they have a achieved a satisfactory standard of living by their own definition, then the prospect of making even more money may start to have diminishing value. And factors like interesting work, challenge, autonomy, personal growth and career growth become greater motivators. So what can we do? We provide both. First, we offer a competitive (fair)compensation program in base pay, benefits, bonuses and rewards as appropriate for the job. The second approach using internal motivators can be more challenging than the first using mostly money to motivate because it focuses on how to engage peoples’ minds and hearts. This is uncomfortable for a good number of managers. But it also can provide us the edge over organizations that rely only on money to motivate.
- PSAW uses two key dimensions as a basis for its structure. The first is the extent to which someone is Task focused vs. Relationship focused. The second is the extent to someone focuses Internally vs. Externally…> This is based on the principles identified by a psychologist named William Moulton Marston in a book titled “The Emotions of Normal People” published in 1921. The PSAW model is based on how these two dimensions intersect to describe the core personality styles of Spirited, Considerate, Systematic and Direct. Other assessments use these two dimensions as well since they are based on the Marston book. However, as we’ll see PSAW is unique in identifying how this information can be observed and used. As you look at the graphic, you can see that the Direct and Systematic styles are generally more task-focused and less relationship-focused. And, the Spirited and Considerate styles are less task-focused styles and more relationship-focused. Also, Direct and Spirited styles are more externally focused (on events, people, things, etc. – They’re Do-ers) and less internally focused as Considerate and Systematic are more internally focused (devoting more time considering the credibility, meaning, effects, etc. of facts, processes, events, etc. – They’re Thinkers). The longer we observe and interact with others, we can see how these factors weigh out and make better-educated guesses about those folks’ personality styles.
- Please review this slide for a few moments…> An outer ring has been added that describes the primary drivers or motivators of each style. These were identified from extensive research and statistical analysis of over 380 personality descriptors to validate the 3 primary drivers for each style. These drivers provide detail about each style and explain why two people with the same core style may act very differently and yet, given a long-enough observation period, those who are familiar with PSAW can actually see commonalities in their behavior based on their common personality style.
- The three drivers shown in each personality style have been validated as the top three motivators for each personality style. Knowing the style of the work colleague we are talking with and these drivers can guide not only how we communicate with him/her but what we communicate about. Being aware of these drivers will help guide conversations with team members in performance reviews, coaching sessions, corrective sessions and discussions in meetings.
- PSAW does a great job of explaining why we sometimes act differently in different situations. We can use a timeline to show how this occurs. Birth and formative years: Each person’s driver preference s and primary style are formed and solidified. They become the basis for how the person thinks, feels and acts for the rest of their lives. They never change. Influencing driver: This subset of skills is the learned part of personality after the formative years. Over time, it may change slowly in response to environments in which different thoughts , feelings and actions are required and accepted for success. It is one of the adaptive parts of personality. It supplements and often complements the attributes of an individual's primary personality style . Assertiveness and Expressiveness. These are behavior sets that change in response to the immediate situation a person is in - including people, and circumstances. If these situations reoccur often enough, they contribute to the influencing driver.
- Here are some ideas for you to consider: Coach team members – Find ways to help them grow professionally. This includes asking the questions like, “Where do you see yourself in five years and what’s your plan?” And then asking, “How can this job help you get there?” The manager’s goal in doing this is to tie the salesperson’s personal goals and needs to his/her current job in one-to-one coaching sessions. This means helping the salesperson to set professional goals that will help them achieve their personal goals. So, if a salesperson wants to be a lawyer someday, fine. The sales manager can, in an appropriate way, respond by asking questions about law schools, costs of tuition, etc. and then say something like, “You know, you’re in a good job to help fund law school when the time is right. Let’s figure out a plan on how you can do that.” Use “One Minute Manager” tips (from Ken Blanchard) – Take roughly one-minute to provide encouragement, guidance, feedback (LB/NT), correction
- Use “1001 Ways to Reward Employees” to come up with different ideas to recognize and reward. Write brief handwritten notes. Do it more often than on performance reviews only. Think back to our questions at the beginning of this session. Your own responses show the power of such a little thing as writing brief notes that are appropriate, professional, and positive.
- These ideas can apply to virtually all jobs sometimes. Let’s face it, all jobs have tedious aspects to them that entail a lot of emotional labor. But some jobs require more than others. Let’s focus for a moment on the job of being an inside sales person making outbound calls to prospects. In his new book, “Building Business-to-Business Relationships Over the Phone”, John Dieseth writes: “Field salespeople gain emotional energy from their customers in the field and from their personal relationships. Telephone salespeople invest emotional energy all day long, and because only 15% of their database is [made up of] personal relationships, emotional re-charges are few and far between. Being on the phone all day is emotionally draining.” John refers to this as “emotional labor” and over time, it can chip away at an inside sale person’s resolve and motivation. He/she begins procrastinating in making their calls, making excuses, etc. If this process isn’t checked, the salesperson may spiral into complacency and below-standard production. John suggests that sales managers take an active approach to balance out emotional labor with “emotional nutrition.” This includes individual motivation as we just discussed but also other, small actions to help re-energize a sales person with a flagging emotional battery. This may mean using some of the tips mentioned on the prior slide or other ideas like: Shadowing a high performer Coaching and training Taking a walk-and-talk to brainstorm. Avoiding actions that de-motivate team members.
- I was one of those managers who early in my career was very uncomfortable with this concept of building positive, appropriate, personal business relationships. I focused on the numbers because I thought they were all that mattered in business. Eventually, I learned that not everyone is motivated by money and that for them to deliver higher numbers, I needed to help my employees get their mental and emotional needs met. It’s called leadership.