Download - Motivating People v 2.0
How many people are working in your organization?
Almost half
Jokes apart, statistics on regular companies show:
Employees engagement toward work
Therefore it would really pay off to stimulate people’s engagement
But how?
Motivating people
it’s nothaving people doing what their bosses want
Managers should strive for people’s engagement not for their compliance
Overpayment
it’s notsolution for motivating people
Simply adding more gas in the tank will not
make the machine run faster
Things that really motivate people
differs very much of
things that just keep people away from being dissatisfied
Minimum requirements
The “want to do” curve
Time
Performance
The “have to do” curve
Engagement
Discretionary effort
the way motivated individuals approach work
SAM model for getting people “run an extra mile”
* Meaningfulness(sense of accomplishment for people performing their role)
* Availability(support/resources, so people feel confident will be able to perform their job)
* Safe psychological environment(fair treatment, so people feel secure enough to be themselves)
After William A Kahn
Engagementhigh levels of activity, initiative & responsibility
Shared mission Shared expectanciesPeople won’t take better
initiatives until they understand the direction organization is
moving to
People won’t improve performance in the future until they understand how well their work units are now
performing
What makes people run that extra-mile?
VisionVision
ResultsResults
Values
Competences
Objectives Principles
Strategies
Mission
Plans Behaviors
Busi
ness
Str
uctu
reO
rganizational Culture
Predictability Flexibility
Management Leadership
The path from Vision to Results …
It only takes one broken link to cut it
… depends on cohesion of managerial chain of decision & command
• Specific• Important• Measurable
… depends on managers ability to set the framework for people;
The objectives to aim for The values to play by
Align individual objectives with business objectives
Align individual behavior with organizational values
More doesn’t mean better. Clear doesn’t mean complete.
… and depends on managers ability to keep the things on the right track.
Feedback: Observation basedSituational ConsequencesAlternativesResults
Performance flow
Skills level
Task difficulty
Stress
Boredom
Setting objectives is all about balance …
delegating ≠ abdicationnot delegating = micromanagement
… and about art of delegation
Never to delegate, it’s always yours ACCOUNTABILITY for the task
Delegate TASK along with
RESPONSIBILITY for the final outcomeAUTHORITY to make decisions
Delegate only to persons who haveABILITIES / KNOWLEDGE / SKILLSto fulfill the task
(or capacity to learn it during process)
Always use the 3 facets of the coinpositivesnegativesfacts
Deal with the other guy emotionswhen the other guy is in emotional mode: acknowledge his/her emotionswhen the other guy is in rational mode: discuss points/reasoning
Use the “I” statements “I felt … when you …”
Criticize in private
Feedback keeps the things on the right track
Developing people is even tougher than configuring a computer
Method
Objective
Training contribution
Coaching contribution
Management methods contribution
Length of implementation
Developing knowledge 60-80% 10-30% 0-10% Days
Developing skills 20-40% 40-60% 20-40% Months
Developing attitudes 0-20% 20-40% 40-80% Years
Reward means more than money
Employee behavior Reward
Has initiatives, Takes new responsibilities, Overachieves his/her objectives.
Formal recognition Bonus (variable payment linked to performance)
Fulfill his/her duties; achieves his/her targets
Receives fixed salary. Informal positive feedback.
Follows company rules and regulations
Being hired in the company; being accepted as member of the team
Some basic principles …
Reward means more than money
… solves practical dilemmas
Replace
Promote him/her
Recognition
RewardUse as expert, isolate
him/her
Develop through training
assessment action
Competent, not aligned
to values
Not competent, not aligned
Average competent, aligned to
values
STAR
Aligned to org. values
Competence
Manager’s perception on fairness …
… employees perception on fairness
differs a lot compared with
Strict balance it’s not perceived as fairness
punishments rewards
Fairness(equal proportion of punishments/rewards)
Fact: Manager gives 3 punishments versus 3 rewards
Employee perception:very tough boss
Generosity it’s perceived as fairness
Fairness(equal proportion of punishments/rewards)
Punishments rewards
Fact: Manager gives 1 punishment versus 3 rewards Employee perception:
fair/correct boss
Set the rules from the very beginning (transparent)Apply the rules (consistent)
Fair treatment (equal treatment)
Still you’ll have to face ethical dilemmas
Last but not least,
let’s not forget personal development
belief effect comment
I/others have to be perfect
no mistakes allowed simply impossible
I/others have to be strong no weakness allowed simply impossible
I have to be liked by everybody all the time
no dispute allowed simply impossible
Life has to be fair no unfortunate events accepted
simply impossible
Irrational blocking believes work against each individual
Making us waste time and energy, denying real adaptive behavior
After Albert Ellis
Performance = own potential – internal interferences
”Internal game” we play against ourselves
After Tim Gallwey
Can be cured by:
Exploring realityMaking choices Trusting our own potential
Happiness and Achievement
Are a matter of choice and habit.
HEDONIST
“Pleasure Now!”
HAPPINESS
Positive emotions
Present joy Future meaning
MARATHON RUNNER
Present pain for future gain
NIHILIST
Learned helplessness
Focus on past
Present gain
Present lose
Future lose Future gain
ACTION Future effect
Pres
ent e
ffect
After Tal Ben-Shahar
Happiness and Achievement
Are a matter of choice and habit.
ACTION
Happiness
Success
Pleasure (present benefit)
Meaning (future benefit)
After Tal Ben-Shahar
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