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Ali Anani

Building Engaged Teams

Change of Business Direc-tion • Scope and Needs of

Balancing Change and Stability• Description of the sub con-

tents

Teamwork Productivity• Engagement and Alignment

What motivates people to go to work?

What Is Motivation?

Motivation simply put, is the driving force to move to a certain goal

What Is Loss of Motivation?

Loss of motivation leads to the loss of the self-drive to act, loss

of energy and dominance of negative

thinking

Loss of motivation

root causes

Change

Negative experiences

Very

Low

Very

Hig

h

Profitability is largely driven by employees and their level of

motivation

External Drive

Internal Drive

Moving Away from Goal

Moving towards Goal

The stick

Here is the

carrot

I am not going to

do it

I am going to

do it

In a Team You May Have the Four Types

External Drive

Internal Drive

Moving Away from Goal

Moving towards Goal

Do, or else!

Do it and get a

bonus

I am not going to

do it

I am going to

do it

For organizations to be globally successful over the long term they need to better protect their worker assets from loss of motivation.

Identify your compass of motivators

Cash Motivation

Cash Superior

Cash Better

EqualNon-Cash Better

Non-Cash Superior

-200.00%

0.00%

200.00%Clusters profiles Cluster 1 Cluster 2 Cluster 3

Employee Engagement = Employee Ability * Employee Motivation * Employee Expectations for the Future

>

Exciting jobs

Rewarding jobs

Fun-filled jobs

Potential for learning and

growth

Safe jobs

Leaders Have the Needed Soft Skills

Maslow’s Hierarchy of Needs

D-Needs, Deficiency

needs

Physiological Needs(Food & Water)

Belongingness and Love

Safety & Security Needs

Cognitive Needs

Esteem Needs

Aesthetic Needs

Need for Self Actualization

B-needs, needs of being

The Balance Curve

Prevalence of negative feelings and loss of motivation. This accelerates disengagement

Work can stretch and motivate a

person to perform well up

to a level above the normal capacity but beyond that

can lead to fatigue and stress

Real Motivators

A satisfied need is not a source of motivationA need once satisfied no longer provides a source of motivation. What motivates is then the next higher order of need.

Identification of Training Needs

Cluster 1 weight (%)

Cluster 2 weight (%)

Cluster 3 weight (%)

Cluster 4 weight (%)

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

50.00%

10.00%

45.00%

10.00%

35.00%

Clusters weights

Competence Motivation Job Fitness

-80.00%

-60.00%

-40.00%

-20.00%

0.00%

20.00%

40.00%

60.00%

Clusters profiles

Cluster 1 Cluster 2 Cluster 3 Cluster 4

Triad of Success

Competence

MotivationJob Fitness

Sweet Spot

A leader realizes that

having a common

vision and teamwork

will lead to goal

realization http://www.slideshare.net/abhishekshah/what-does-freedom-mean-to-you-13574920

Teams Success Factors

Alignment and Engagement

Owned Goals

Leadership

Encouragement

Recognition

Self-Esteem

Healthy Communication

Empowerment

Mutual Trust

DifferencesManagement

Process Control

Reaction to Changeand

Loss of Direction

Time

Engagement

Current State Transition Stages Desired State

Change Anticipation

Emotional Arousal

Re- engagedExploringDisengaged or Withdrawn

Rejection

I’m angryResistance

Anger

Sadness

Acceptance

Negative Positive

Relief

Demand

Liking

Loving

I’m furious

I hate you

I don’t stomach this

I enjoy sad

music

Fear

It is not easy liking tomatoes

EMOTION MAP

Teams Performance Changes over Time

Vision

Learning

Internal Processes

Customer

Stakeholders

The Balanced Scorecard

Factors in Teamwork Success

Engagement and Team Culture

Limiting Engagement Factors

Conditions for Keeping the Balanced Scorecard Balanced

An organization will have first to have a vision to direct employees to the same direction

If not, employees will go the direction of their choice

The organizational readiness to fulfill the expectations of its customers and stakeholders will have to abide by this direction

Conditions for Keeping the Balanced Scorecard Balanced- 2

Employees will follow the same direction if: The goal is clear and appealing to the

employees The employees believe that shall have more

grinding power than working individually. They believe they can attain the goal

Conditions for Keeping the Balanced Scorecard Balanced- 3

Failing to do that the employee will move away from the grand goal and a Brownian Organization results

The question is on how to change a Brownian-movement of an organi-zation into a more focused effort. This re-quires learning from previous experiences so as to visualize the desired future state(s).

An Inspirational Idea Culture is the bond that make people tolerant to

each other and it is a way of building trust among employees. It is the binding spring that transfers the movement of an employee to the next one so that emergent behaviors may result

Values and beliefs may prompt people to align to their committed goal; else move in a Brownian motion

In unhealthy culture people lose desirability to learn, create and motivate others.

The Feedback Effect Of Unhealthy Cul-ture

No Alignment

No Trust

No Communication

No Circulation of Information

Individualism

Brownian Motion

Trust EquationTrust is the sum of Credibility, Reliability and Intimacy, divided by self-interest. This means that that trust can become almost infinitely high when self-interest is very low.

Trust Equation

The combination of credibility, reliability and intimacy is critical. Neither works without the others, because trust requires all credibility, reliability and emotional connection. Consumers want to connect with humans.

Trust Equation Explained

C = CredibilityCredibility has to do with the words we speak (A lack of communication typically indicates leaders are hiding bad news)R = ReliabilityBy contrast, reliability has to do with actionsIntimacyIntimacy refers to the safety or security that we feel when entrusting someone with something.S = Self-InterestThis refers to selfishness and inability to get out of one’s own way (“what’s in it for me?”)

Leadership Surveys

A study, published in 1999 by Kenneth Kovach of George Mason University, compared associates' ranking of what they wanted from their jobs with what their bosses thought was important to the associates. The results of the study were somewhat surprising.

Do Not Assume; Measure

Interesting work

Appreciation of work

Feeling "in on things"

Job security

Good wages

Promotion/growth

Good working conditions

Personal loyalty

Tactful discipline

Sympathetic help with problems

0 2 4 6 8 10 12

Employers' RankingAssociates' Ranking