EVAL UATI NG

Problem-Solving Empathizing
RE

S D R WA

Motivating People
E o c n a r u g n gi

Under

Inspiring

stand ing

Objectives
Define motivation Explore motivational theories Answer What creates consistently high performance? Describe steps to encouraging employees Identify tips for motivating the generations

About Motivation
Motivation The will to act. Internal or External Up, Down, and Across the Organization

The Process of Motivation

produces Need which leads to resulting in Need Satisfaction

Motivation

Goal Directed Behavior

Motivational Theories
Herzbergs Two Factor Theory McClellands Manifest Needs Theory

Herzbergs Two Factor Theory

Factor = Need Hygiene Factors Motivators

Two Factor Quiz

Hygiene Factors
Basic human needs at work DO NOT MOTIVATE Failure to meet them causes dissatisfaction The effects of getting hygiene factors right is only temporary

Examples of Hygiene Factors

Salary & Benefits Working Conditions Company Policy Status Job Security Supervision & Autonomy Office Life Personal Life

Motivation
Actually drive people to achieve Helps to maintain a satisfied workplace Built around obtaining growth and selfactualization

Examples of Motivators
Achievement Recognition Job Interest Responsibility Advancement

McClellands Manifest Needs Theory

Needs are driven by one of these categories: Achievement Power Affiliation

Manifest Needs Quiz

High Need for Achievement

Nonroutine, challenging tasks Attainable objectives Fast frequent feedback Increased responsibility in new tasks

High Need for Power

Let them plan and control their jobs Include them in decision making Usually perform best alone Assign them the whole task

High Need for Affiliation

Think about friends and relationships Enjoy helping, teaching others Low need for power Avoid supervision

What creates consistently high performance?

Performance
Expectations Responsibility/Accountability Feedback

Expectations
High expectations vs. Positive expectations Eye contact & Nonverbal Communication Spoken and unspoken messages Conscious and unconscious messages Must begin from current reality

Responsibility/Accountability
Establish accountability Set goals Develop action plans Engage

Engage
Ask Enrich Inform Link Provide Opportunities Offer Rewards

Activity
Write your personal mantra or motto on a sheet of paper. Place your name at the top.

Types of Motivational Feedback

Positive Feedback = Reinforcement Negative Feedback = Punishment No Feedback = Extinction

Encouraging the Heart

Set clear standards Expect the best Pay attention Personalize recognition Tell the story Celebrate together Set the example

Motivating the Generations

Veterans 1922-1943 Boomers 1943-1960 Generation Xers 1960-1980 Nexters 1980 and after

Characteristics of Veterans 1922-1943

Like consistency and uniformity Like things on a grand scale Are conformers Believe in logic, not magic Disciplined Past oriented and history absorbed Always believed in law and order Spending style is conservative

Motivating Veterans
Handwritten notes Traditional perks with visual symbols of status Photo of them with CEO or an important visitor

Characteristics of Boomers 1943-1960

Believe in growth and expansion Think of themselves as stars of the show Optimistic Team oriented Pursue personal gratification Have always been cool.

Motivating Boomers
Try the personal touch Give lots of public recognition Give them a chance to prove themselves Give them perks Assist them in gaining name recognition Get consensus Reward their work ethic and long hours

Characteristics of Gen-Xers 1960-1980

Self-reliant Seeking a sense of family Want balance Nontraditional orientation about time and space Like informality Approach authority as casual Skeptical Attracted to the edge Technologically savvy

Motivating Gen-Xers
Enjoy lots of simultaneous tasks and projects Need constructive feedback Freedom to pursue other interests Appreciate leading-edge technology Resent others getting visible, expensive recognition

Managing Nexters (1980 and after)

Budget plenty of orientation time Gender-bending Expand teams, appoint strong leader Conflict between Xers and Nexters Grow your training department Work well in mentor programs

The End
People are capable of remarkable achievement, significantly ahead of previous performance, if they are provided with the right environment and given the right motivational leadership.