The COMPLETE Motivation package The Full Content - OVER 97,000 words

Definition of motivation Delegation Person Intructions Authority Progress reports Coaching Personal skill gap Timing... Myers-Briggs Type Indicator® Background The questionnaire The results... Myers-Briggs Type Indicator® Organisations Work Career Relationships Learning Personal... FIRO-B® Background The questionnaire The results... OPQ Background The questionnaire The results... Pathology Childhood experiences Rigidity and flexibility Recognition Culture... Performance – part 1 Desire for change Key areas to consider Challenge Clarification Accountability and responsibility Feedback Keep flexible Walk and talk... Performance – part 2 Key areas to consider Benefits and success Expectations Special items Remaining upbeat Next steps...

Empowerment Strong leader Failure leads to negative results Change Credit Appoint strong leaders Joint effort Security... Improving relations Broaden the view Increase authority Streamline documentation Identifying people needs Ideas Job watching Discussion groups Skills and talents Questionnaires Why did they leave? Data assessment... Motivation - general - part 1 General Know yourself Know your effect on others Know those at a higher level Motivational theories Douglas McGregor’s X and Y theory Abraham Maslow’s Hierarchy of needs Frederick Herzberg’s Two Factory theory... Motivation - general - part 2 Don’t keep it to yourself Advertise your plans Don’t neglect yourself Create a development plan Use a mentor Basic reasons Things that you want Things that you are trying to avoid Communication... Motivation - general - part 3 Frederick Herzberg (Hygiene factors) Douglas McGregor (X and Y Theory) Abraham Maslow (Hierarchy of Needs) Recognising achievement Individuals Behaviour not reasons Job contract...

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"Don't tell people how to do things,
tell them what to do and let them surprise you with their results."
George S. Patton

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Motivation – Frederick Herzberg Background Hygiene factors Work conditions Salary Status etc Motivation factors Achievement Advancement Creative opportunities etc Money as a motivator... Motivation – Douglas McGregor’s    X and Y theory – part 1 Background Theory X Theory Y Abraham Maslow... Motivation – Douglas McGregor’s    X and Y theory – part 1 Comments Self fulfilling Control vs freedom Individual and the situation

Motivation – Abraham Maslow -    part 1 Background Deficiency needs Physiological Safety Love and belonging Esteem... Motivation – Abraham Maslow -    part 2 Being needs Self actualisation Self transcendence Job needs... Key problems – part 1 Money Perks The boss Integrity Goals Recognition... Key problems – part 2 Feedback Alternative system Keep calm Monkeys...

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"Leadership is the art of getting someone else to do
something you want done because he wants to do it."
Dwight Eisenhower

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People – part 1 Follow the leader Positive assessment People watching Get people involved Recognise achievements Don’t put people down Dealing with people issues Deal with them in private.. People – part 2 The other’s viewpoint Win / win situation Identify their preferences Admit mistakes Future leaders Maximise potential / identify leaders Key leader traits... People – part 3 Which people? Qualifications and experience Good people characteristics Right person right job Other General Responsibilities Integrity and trust Link with motivation Trust must be demonstrated Trust is around when you are not Techniques Trust is a two way affair Must be earned Build it slowly Problems Pay attention to the interpretation of the individual Values... New may not be good The latest system Management systems come and go Multiple managers Even good managers will have different techniques Behaviour analysis Performance management in the workplace Consequences The circumstance The behaviour The consequence... Common sense Experience Common sense is everywhere “If it ain’t broke!” But how does it work? Thinking can save time “I have a solution!” Fight the cause and not the symptom... Giving orders It’s so simple People don’t do what they are asked People don’t like being told what to do The antecedent Sets out the circumstances for the behaviour A ‘setting event’ The consequence From the person’s perspective not yours Antecedents and response...

Consequences – part 1 Types Positive reinforcement Negative reinforcement Punishment Penalty Where can you see these? Every day How can you spot reinforcement? It’s at the route of all actions Positive and negative limitations... Consequences – part 2 Letting sleeping dogs lie Short term and long term Timing Negative approach Too good at the job Sources of reinforcement General Model behaviour ABC Antecedent Behaviour Consequence Training Immediate, future and uncertain behaviour Reasons for poor motivation Reasons for improved motivation... Negative reinforcement – part 1 Is it the best? Basic character It’s the result that matters Goal setting Spotting it Using it Common use Instigation... Negative reinforcement – part 2 Control Win / win situation? Monitoring Needed more with negative reinforcement Moving the goal posts to account for drops in performance Performance is relative If it works managers believe they are using positive reinforcement Positive reinforcement could produce exceptional results Positive reinforcement – part 1 What is it? See it many times a day User friendly Types Natural and created (social and tangible) Generic approach? Everyone is different Finding them Try, observe and ask Choice Use it to identify desired consequences... Positive reinforcement – part 2 Positive v negative It’s easy to be negative Poor choice of consequence Contingency Too busy Frequency Monitoring Lack of consequence Stick to the positive...

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"A leader is a dealer in hope."
Napoleon Bonaparte

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Decreasing behaviour By mistake Use of unthinking negative behaviour Does punishment work? Used to stop unwanted behaviour Must substitute a good behaviour Reinforce continually Extinction A pattern... Behaviour – results orientated Circumstances Specifying Attitude Identification Measurable Observable Reliable Control Behaviour v result... Measuring performance Solving problems Beware the link with punishment Communicate well General What is measurement? Counting or judgement Raw data Ranking Incremental change... Counting and judgement Raw data counting Judgement... Feedback – part 1 General Get input to decide the process How did the process work? Improves performance not for criticism Things to avoid Poor behaviours Repetition... Feedback – part 2 Performance based An antecedent Presentation Verbal Graphical Public or private Consider public for the group Consider private for the individual...

Simple approach Stepwise procedure Pinpointing Measuring Feedback Reinforce Evaluation Baseline Intervention design ‘B’ design ‘AB’ design ‘ABA’ design Multiple ‘AB’ design... Goal setting – part 1 Limiting performance Goals may devalued Antecedent Kick starts a behaviour Goals success often unknown Reinforcement Create plenty of opportunities Stretch goals Don’t really work... Goal setting – part 2 Limiting performance... Goal setting – part 3 General Performance goals Outcome goals The plan Milestones S.M.A.R.T. targets What goals? What tasks? Super goal Goal listing... Quality – part 1 Improving performance Cost, Time and Quality Management initiatives Needs positive reinforcement Quality spectrum Quality policies are implemented Behaviours need to be maintained... Quality – part 2 Quality gurus Phil Crosby William Deming...

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"If I have seen farther than others,
it is because I was standing on the shoulder of giants."
Sir Isaac Newton

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De-motivators What are they? Major affects The knock on effect The global perspective Social interaction Business interaction Making the change... Downsizing and rightsizing Performance improvement Return on equity Comparison for like industries Rightsizing Staffing is usually overestimated Reducing staff means cutting costs Experience and skills tend to go Key points Jobs go but actions remain Gradual change plus constant reinforcement... Reward systems – part 1 Can you please everyone? Definitions Reward Recognition Incentive Limitations Types Employee of the Month Competition Negative Suggestions Group v individual Bonuses Sharing Special items... Reward systems – part 2 Types Increased independence Promotion Public recognition Extra resource Trophies Social Success In summary...

Appraisals – part 1 The link with reward Annual bonus Profit sharing Pay rises Benefits Rating and ranking Ranking distribution... Appraisals – part 2 The performance matrix Issues... Hierarchy Senior management Structure Management by walking about (MBWA) Reward limitations Pressure Performance management post Herrnstein’s hyperbola... The pace of learning – part 1 Technology change Need for and processing of data is increasing We still need people Positive reinforcement Computer games are a good example Rate of change Fuels a ‘want it now’ approach People will move on if not suitably reinforced Reinforce as often as you can... The pace of learning – part 2 Teaching The subject of constant discussion Repetition can enhance retention of information Fluency Comes from increased practice Combining fluent skills raises performance Expert or genius Computers may help...

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"If your actions inspire others to dream more,
learn more, do more and become more, you are a leader."
John Quincy Adams

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Creativity - part 1 Can it be managed? Yes, it is a function of behaviour Consequences Positive reinforcement Negative reinforcement Punishment and penalty Extinction Make sure not to encourage the wrong behaviour Can be followed by specific actions... Creativity - part 2 Change Plan for change The vision Communicate well Get people on board prior to launch Maximising creativity Get the right environment Record ideas for later discussion... Creativity - part 3 Cogs or key players? Everyone plays a part Creating the mindset Why are we doing this? What is the timing? What’s the company vision? Where do you fit in? Encourage creative thinking People issues Common fears Face to face meetings Try to be an amateur psychologist Managing people? Difficult to measure Hard to attach numbers to it Avoid finding scapegoats You need people to get results... Limited by attitude – part 1 Removing staff New managers often do this What else can you do? Are you liked? Improve your communication skills Speak to no. 20 as you would to person no. 1 Keep excessive emotions in check What do you manage?...

Limited by attitude – part 2 The cost of people Do we take the trouble to find out? It’s easy to ignore The cost of people replacement Can be much higher than you might imagine Training cost a lot less Would a new person be any better? Recruiting the best Natural enthusiasm is worth a lot Get a second opinion from others Check references Consider team games and other events... Labelling – part 1 George Alexander Kelly The law of the excluded middle Someone can only be either ‘lazy’ or ‘not lazy’ Poor attitude How can it be assessed? It’s easy to make a wrong assumption The individual is unlikely to know You can’t judge motivation by your own standards Look for other reasons other than attitude... Labelling – part 2 General Can create an ‘us and them’ mentality Usually labels are stereotypical Assessing others Don’t rush in, consider your judgement Self help Make sure that communication is good Gain self esteem Take no action? Jennifer L. Eberhardt... Communication – part 1 Send and receive It must be the receiver’s fault Thought control Body language Thought transmission The power of silence...

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"Keep your fears to yourself,
but share your inspiration with others."
Robert Louis Stevenson

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Communication – part 2 Other General Your voice What you hear is what you get? Focus on the words Followers... Behaviour failure What are you meant to do? Why do people not do what they are asked to do? What’s required? Lack of suitable consequence Other reasons External obstacles Wrong assumptions... Feedback Major reinforcement It must be right? Performance level Types Neutral, positive and negative General... Coaching steps – part 1 Simple stepwise approach Step 1 – neutral feedback Step 2 – analysis checklist Step 3 face to face talk ‘A lot’ and ‘so much’ and ‘often’ Set criteria that trigger a review Top priority Don’t clamp down on minor issues...

Coaching steps – part 2 What do I need to do? Job descriptions Induction, orientation Department issues Theory and practice Why? Internal and external problems Entrenched ideas... Coaching steps – part 3 Prioritising Reinforcement Is there any? Presence of negative reinforcement Future fear Reinforcing non activity Zero negative reinforcement Coaching steps – part 4 General Personal issues Must be sympathetic and allow time for improvement Won’t do it Consider other options The problem Objectives, hurdles and action steps Do it yourself Feedback

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"The price of greatness is responsibility."
Winston Churchill

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Stepwise discussion – part 1 Stepwise procedure Step 1 Preparation Use a checklist Step 2 Get agreement that a problem exists Use thought transmission There could be sanctions Once you have agreement move on to step 3... Stepwise discussion – part 2 Step 3 Possible solutions Compare with a brain storm Collect ideas for behaviour changes Step 4 Selecting actions Get the employee’s input Step 5 Follow up Reinforce good behaviours... Stepwise discussion – part 3 Step 6 Continued reinforcement Not ‘continuous’ reinforcement Repeating You may need to revisit the 6 steps Specific disciplinary procedures will be in place Issues Careful of what you reinforce Beware of giving in to emotions Summary... Teams – part 1 General Bruce Tuckman Morgan Scott-Peck Meridith Belbin Plant Resource investigator Coordinator Shaper Monitor evaluator Teamworker Implementer Complete finisher Specialist... Teams – part 2 Advantage Committee mentality Other plusses Dependency Can’t go it alone Work on good relations Evidence of team work Not easy to spot Team historical success... Teams – part 3 Getting to know the other members Discover the team hierarchy Tell others about yourself Tell others of their performance Tell others of any worries Have an introduction Departmental focus Trust exercises... Teams – part 4 Complaining to team members Be clear with an action step Team leadership Usually one person Try rotating the leadership Producing the goods The team must be more than the sum of its parts Encourage creative thinking Consider changes for the meeting...

Teams – part 5 Taking risks The aim is to maximise team potential Risk taking may be stepwise Excitement The leader must show enthusiasm Reviews Be constructive... Teams – part 6 Celebration Get ideas from the team Dealing with conflict Resolve it quickly Clarify the point of view of each person Make sure communication is good Extra effort Clarify the detail and reasons... Teams - leadership Background Team leader Goals Types Team connection The legacy Independence... Generating ideas Support ideas Seek the environment for creating ideas Don’t give up You will need to persevere and acknowledge input Make it easy Rejecting ideas Healthy thinking... Set backs – part 1 General Handling Rumination Rumination and the depression link Why people ruminate Helping to cope with rumination Taking opportunities Stress Hans Hugo Bruno Selye... Set backs – part 2 Identifying stress Physical, psychological and behavioural Dealing with stress Is it under your control? Can you remove it or yourself? Can you manage and alleviate it? Plan for known stressors Look for solutions Manage your lifestyle... Mentors Derivation General A leader can set up a mentoring system How can they help? Improving skills, confidence, esteem and career matters Help reduce possible fears Can be objective Problems The CEO...

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"Don't tell people how to do things,
tell them what to do and let them surprise you with their results."
George S. Patton

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Self motivation – part 1 Being proactive Luck Stress Being great I can’t do that You must have a positive belief The brain is capable of incredible things... Self motivation – part 2 Fears Failure Unknown Spotlight One step back Do it poorly Practice Jobs... Self motivation – part 3 Small is good Barriers Sacrifice Personal standards Goal setting Emotional needs Acknowledgement Social New horizons... Self motivation – part 4 Luck and practice Mascots Visualisation Go over how you will reach your goal Self talk and affirmation Convince others that what you say is true Fiction and fact Think and it might happen Need to consider reality as well... Self motivation – part 5 Hypnosis Possible use of a trigger word Rituals Give you confidence Must complete them Don’t let them become obsessive Relaxation Choose a technique that is good for you Create a challenge... Self motivation – part 6 No regrets Focus Relativity Simplicity Reflection Personalise Break it down...

Self motivation – part 7 The car Planning Without it actions may be vague Be proactive Don’t say can’t Look for ways to practice or train for skills Look for fun... Self motivation – part 8 Odd one out Listening skills Build a relationship Choice We all have a choice Habits Use your filter Help others... Self motivation – part 9 Problems are good Keep in mind Remind yourself of key points Brain storm Different techniques to gain ideas Future proof Motivation and competition... Self motivation – part 10 Optimism vs pessimism The former looks for solutions The latter sees only hurdles See yourself Ask yourself, “Am I the problem?” Make light of it Help to dissolve fears Be greedy Everyone needs money... Self motivation – part 11 Make a list List historical success and future actions Dealing with rejection Don’t blame others look for opportunities Remain positive and consider personal development Action How do you react to problems? Action moves you forward S.W.O.T. In particular exploit your weaknesses... Self motivation – part 12 Simple problem solving Could use a simple stepwise procedure Role model Be careful who you pick No absolutes Everyone has ups and downs Negative thinking...

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"The price of greatness is responsibility."
Winston Churchill

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The stage – general The theatre Always striving for an excellent performance People play many parts in business and the theatre Logistics Training Theatre is used to dealing directly with customers Dramatic plays instilling inspiration Use of videos etc... The Stage - Personal impact -     part 1 General Benefits Ask yourself what you get out of it Making a difference Everyone plays a critical role Make sure you are happy with your role Truthful approach Act out statements and look for solutions... The Stage - Personal impact -     part 2 The right people Can the performance of current staff be raised How do you see yourself Get or ask for feedback When do particular characteristics appear A vision Use your own imaginings... The Stage - Personal impact -     part 3 Choice Don’t be a victim How do you see opportunities? Converting the victim Curtain up Refresh The checklist Benefits... The Stage - Personal skills -     part 1 Skill Many skills in the theatre are good for business Expressing emotion High IQ is not enough Understand the emotions of others Release emotion and gain energy Perhaps use qualified individuals Have a sense of humour... The Stage - Personal skills -     part 2 Concentration Very important aspect of business Observation Why? What? and How? Development training ideas Consider a wide variety of experiences Provide challenges or a budget Consider using a theatre company...

Insight, intuition and foresight High performers Insight, intuition and foresight Knowledge, intelligence and wisdom Intuition May result from the rapid assessment of experience Insight Know yourself first Foresight Encourage the use of “What if?”... Personal insight Personal insight JoHari window Other Interview Group Value clash Broader... Inspiration Directions Inspirational speech Getting inspired Myths and legend Energy and passion Training Organisational values... Influence Motivation It’s already there Home and organisation The principle is the same Intrinsic and extrinsic These influence our motivation Alfie Kohn Collaboration, content and choice... Make it fun The effects It will motivate you and others Benefits Good for defusing conflicts Allows you to take stock of a situation Reduces stress Reduces absenteeism Things to do Consider systems They may hinder fun... Human capacity The human brain From me to you Knowing your standard Continued development Formal and informal Review Baseline... Summary thinking Sport and work Meeting people Do as you say Positive reinforcement Behavioural change Values and behaviour Role models...