motivating yourself and others to communicate … yourself and others to communicate your cause...

Motivating Yourself and Others to Communicate Your Cause

IoFSW Spring Conference 2015

Dr Mark Hughes

Director, mch: positive impact

http://www.mchpositiveimpact.com/


Outline for Session

2

1.Motivation at an Organisational Level

Outline for Session

3


2.Motivation at an Interpersonal Level

Outline for Session

4



3.Communicating à la Mr Kipling

Setting Expectations

5

Given the time available, look out for signposts to further resources

Motivation at an Organisational Level

6

Motivation depends on the organisation’s policies and remuneration structures

7

Research from as far back as 1968 suggests otherwise;

‘One More Time: How Do You Motivate

Employees?’ by Frederick Herzberg,

Harvard Business Review.

8

Demotivating factors

Motivating factors

Key Insight from Herzberg’s Work

The spectrum for motivation is not what you might think….

9

Lack of Motivating

Factors

Presence of Motivating

factors


…instead there are two spectrums at play:

Presence of Demotivating

Factors

Absence of Demotivating

factors

10

Lack of Motivating

Factors


factors


Policies and salaries etc are important at preventing dissatisfaction….


Factors


factors

Key Factors: Policies Salaries

Working Conditions

11

Lack of Motivating

Factors


factors


…but genuine motivators rely more on intrapersonal and interpersonal factors:


Factors


factors

Key Factors: Policies Salaries

Working Conditions

Key Factors: Achievement Recognition

The Work Itself Responsibility

12

Effectiveness, % of

respondents answering ‘extremely’ or ‘very effective’

Financial Incentives

Performance based bonus

Increase base salary

Non-Financial Incentives

Praise from immediate manager

Attention from leaders

Opportunities to lead

60

52

67

63

62

Source: Motivating People: Getting beyond money, McKinsey Quarterly, November 2009

Fast Forward 40 Years – Recent McKinsey Analysis

Financial and Non-Financial Motivations

13

Effectiveness, % of


Frequency of Use, %

of respondents answering ‘always’ or ‘most of the time’





Praise from immediate manager



60

52

67

63

62

68

71

63

41

54


Example from My Experience as a Chair – Negotiating a Senior Manager’s Contract

14

Position: “Money is important. I think my salary should stay at £X.”

Interests: “I loathe dealing with the finances and negotiations. I want to take ownership of the training.”

Example from My Experience as a Chair

15

Result: Senior Manager took a 7% pay cut and role was restructured so they now spend the bulk of their time doing what they are good at/like doing.

Outline for Session

16




Ingredients for Improving and Maintaining Motivation

D. H. Pink, ‘Drive, The Surprising Truth About What Motivates Us’, 2009



INGREDIENTS

1. Having sufficient

control



INGREDIENTS


control

2. Being sufficiently

competent



INGREDIENTS


control

2. Being sufficiently

competent

3. Having needs

met/values being

aligned

Watch the

Video: https://www.youtube.com/watch?v=

u6XAPnuFjJc

https://www.youtube.com/watch?v=u6XAPnuFjJc



Balance – The Key Word in Relation to Motivation

BALANCE


PURPOSE I WORK TO LIVE


MASTERY CLOSE ENOUGH


AUTONOMY COLLABORATION/

DIRECTION

Motivation and Zones of Being

26

Comfort

Stretch

Panic

Source: Tom Hech, International Association of Teamwork Facilitators and Karl Ronke

Motivation, Zones of Being and Performance

27

Performance

Zone of Being

Comfort Panic Stretch

Motivation and Change – A Check List

28


29

People only embrace change when

they:

1.Know the reason for change

30


they:


2.Agree with the reason for the

change


31


they:


2.Agree with the reason for the

change

3.Feel confident that they can

handle the change Ref: Victor Vroom’s Expectancy Theory


Outline for Session

32




33

Not this Mr Kipling

This one

34

Rudyard Kipling

‘Ws’ to Bear in Mind in Relation to Communication

35

‘I keep six honest serving men

(They taught me all I knew);

Their names are

What and Why and When

And How and Where and

Who’

Rudyard Kipling

36

What do you

communicate in

order to motivate

someone?

Financial and Non-Financial Motivations

37

Effectiveness, % of


Frequency of Use, %

of respondents answering ‘always’ or ‘most of the time’





Praise from

immediate manager



60

52

67

63 62

68

71

63

41 54


Simple Motivation

Sir Alex Ferguson, Former Manchester

United Football Manager

Alex Ferguson and the Hairdryer Treatment

Alex Ferguson and the Hairdryer Treatment

“It feels like I’ve put my head in front of a BaByliss Turbo Power 2200. It’s horrible.” Wayne Rooney

Harvard Business School’s Analysis of Ferguson’s Approach

“…if anyone steps out of my control, that’s them

dead.”



“…if anyone steps out of my control, that’s them dead.”

“For a player - and for any human being -

there's nothing better than hearing 'well

done'. Those are the two best words ever invented in sports.”



Harvard Business School’s Analysis of Ferguson’s Approach

Feedback can be improved further by going beyond

just; ‘Well Done’.

Going One Better than Ferguson

Feel free to contact me for ideas on how you can do so:

[email protected]

mailto:[email protected]

44

Getting Clear on

Why you’re

communicating

You should be able to complete the following for every significant communication ‘event’

I want to [Insert Intention] my audience, so that they

will [Insert Objective].




What you want




What you want

A verb conveying how you will get what you want


I want to equip my audience, so that they will

communicate better.

49

How to

Communicate

Keeping Communication Simple

“If you can't explain it to a six year old, you don't understand it yourself.”

― Albert Einstein



― Albert Einstein

“One day I will find the right words, and they will be simple.” ― Jack Kerouac



― Albert Einstein


“Life is really simple, but we insist on making it complicated.” ― Confucius

“Manifest plainness, Embrace simplicity… Have few desires.”

― Lao Tzu



― Albert Einstein


“Life is really simple, but we insist on making it complicated.” ― Confucius

“Manifest plainness, Embrace simplicity… Have few desires.”

― Lao Tzu

“Simplicity is the ultimate sophistication.” ― Leonardo da Vinci

Simple vs Simplistic

Simple: All that is needed and nothing more Simplistic: Less than needed

Aristotle, Greek Philosopher, 384–322 BC

Aristotle’s Views on How to Communicate

If it’s good enough for Aristotle it’s Good Enough for You!

56

Good Communication Requires:

Logos (Knowledge)

+

Ethos (Purpose)

+

Pathos (Passion)

57

Film yourself.

Do you believe

you?

Key Tip for Gauging Your Ethos and Pathos

Further Reading on Gravitas

59

The Who of

Communication

60

The ‘Who’ of Communication I

61

Are you the right person? Would it be better communicated by someone else?

62

‘Is the person in front of you the right person to

be communicating with?’

The ‘Who’ of Communication II

63

Have you followed the platinum rule?

The ‘Who’ of Communication III

Which is more

valuable gold or

platinum?

64

65

$14,000

$16,000

A Golden Rule:

‘Treat other people

as you would like

to be treated’

66

Tailoring Your

Communication is

All About

Following the

Platinum Rule 67

Platinum Rule;

‘Treat people as

they like to be

treated’

68

Aids to Following the Platinum Rule

69

Have you considered the personality of the person

you’re communicating with?


70

Is the person you’re communicating with Visual (V),

Auditory (A) or Kinaesthetic (K)?

To take a VAK self-test go to: http://www.businessballs.com/vaklearningstylestest.htm

http://www.businessballs.com/vaklearningstylestest.htm





71

Have you considered learning styles?

Being Mindful of Learning Styles when Working with Others

72

Research suggests that most of us have one or two dominant learning styles from the following four styles

• Like to take direct action/Primarily interested in the here and now • Think on their feet • Prefer short sessions and plenty of variety • Like opportunities to initiate, participate and have fun

• Like to think about things in detail before taking action • Like thorough preparation • Prefer to make decisions in their own time • Like to listen, observe and evaluate

• Like to learn based on proven concepts and models • Think analytically and logically • Prefer a sequential approach to problems • Like structure and logical presentation

• Like to see how things work • Think in practical terms • Prefer to see the relevance of their work/learning • Like activities to be real

tActivists

Reflectors

Theorists

Pragmatists

Based on Honey and Mumford Learning Styles Model

73

The When and

Where of

Communication

The ‘When’ of Communication

74

‘Is this the right time for you?’

‘Is now the right time for

them?’

The ‘Where’ of Communication

75

76

Location, Location, Location – Is this the right place for this conversation?

‘Ws’ to Bear in Mind in Relation to Communication

77

‘I keep six honest serving men

(They taught me all I knew);

Their names are

What and Why and When

And How and Where and

Who’

Rudyard Kipling

Final Thought - Think Like the SAS

The SAS’ official motto:

Think Like the SAS

The SAS’ unofficial motto:

Preparation Prevents Piss Poor Performance

How this Applies to You

80

Can you do it

without your

slides/notes?

81

Thank You and All

the Best!

Dr Mark Hughes

mch: positive impact



motivating yourself and others to communicate … yourself and others to communicate your cause...

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