Building Motivation & Morale
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How do you engage others and build morale from a distance? We consider some useful strategies for building engagement and high levels of motivation in challenging times.
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Building Motivation & Morale
- 1. Dr Tim Baker tim@winnersatwork.com.au www.winnersatwork.com.au Building Motivation & Morale
- 2. Unit 1—Managing Performance Remotely Unit 2—Coaching from a Distance Unit 3—Giving Feedback Remotely Unit 4—Building Motivation & Morale Unit 5—Dealing with Conflict & Negotiation Unit 6—Influencing from a Distance
- 3. Your homework Practice giving three positive bits of feedback every day for two weeks.
- 5. Sobering statistics … 79% of organizations worldwide struggle to engage and retain their employees (Deloitte’s, 2014) 86% of organizations believe they don’t have an adequate leadership pipeline to address these problems (Deloitte’s, 2014) 90% of leaders rely on their own ideas, rather than seeking involvement from their team. Worse still, 89% of leaders failed to listen or respond to interpersonal cues from those they interact with (DDI, 2012) Disturbingly, only 5% of leaders are effective in building trust in their interactions with team members (DDI, 2012) 60% of employees felt their self-esteem dented by their leader at work. These people would rather do almost anything else than sit through a performance conversation with their boss. Although they did acknowledge that a good boss with excellent interaction skills would enhance their productivity by as much as 60%! (DDI, 2012) 79% of employees who quit their jobs cite a lack of appreciation as a key reason for leaving (Lipman, 2012) 65% of North Americans report that they didn't receive any recognition in the previous year (Lipman, 2012)
- 6. What is motivation …
- 7. Motivation You can’t motivate people – you can only provide the circumstances by which people become motivated Everybody is motivated – But not everyone is inspired Motivation is subjective Intrinsic motivation is more powerful than extrinsic motivation Money is overestimated as a motivational force People are motivated by the pain/pleasure principle
- 12. The 10 things employees want most from a job 1. Work-life balance 2. Relationship with colleagues 3. Relationship with manager 4. Work being appreciated 5. Financial stability of employer 6. Job security 7. Interesting work 8. Learning & Development 9. Values of employer 10. Career development (Boston Consulting Group, 2018)
- 13. “… some managers have the misguided belief that showing warmth, giving praise, and exhibiting a caring attitude will somehow adversely affect employee performance … that the team member may go ‘soft’, loose their edge, or lower their standards. Encouragement will more likely do the opposite, if done genuinely. Being supportive undoubtedly builds resilience, improves performance, and boosts effort.” Baker (2016)
- 14. Nobody cares how much you know until they know how much you care. Theodore Roosevelt
- 15. It’s all about the conversation … Organisations are conversations Organisations are a series of conversations Good quality conversation is sadly neglected The ‘art’ of conversation Have we lost the need for conversations? I don’t have time for conversations Leadership is a relationship
- 16. The Work People Do Job Role Non-job Role Technical skills & Tasks Team role Career role Innovation & Continuous Improvement role SOURCE: Baker, T.B. (2015) The End of the Job Description: Shifting from a Job-focus to a Performance-focus Positive attitude & enthusiasm role
- 20. Listen …
- 22. Q.12 (Gallup) 1. Do team members know what is expected of them at work? 2. Do they have the materials and equipment needed? 3. Can team members apply their strengths at work? 4. In the last seven days, have recognized or praised team members for their doing good work? 5. Do you care about team members as people? 6. Do you encourage team members’ development? 7. Do you listen and care about the opinions of others? 8. Do you convey the impression that people’s job is important? 9. Are my co-workers committed to doing quality work? 10. Do team members have a friends at work? 11. In the last six months, have I talked to each team member about their progress? 12. Have I sponsored in the last year opportunities at work to learn and grow?
- 23. Clarify the task role Provide frequent, positive feedback Show people how they can contribute Encourage personal goal clarification Match job with personal motives Make apparent the personal gains for personal & team productivity Recognise individual successes Remove organisational roadblocks Remove supervisory roadblocks
- 24. Your homework Select one key point from today and implement it.
- 25. Unit 1—Managing Performance Remotely Unit 2—Coaching from a Distance Unit 3—Giving Feedback Remotely Unit 4—Building Motivation & Morale Unit 5—Dealing with Conflict & Negotiation Unit 6—Influencing from a Distance
Notes de l'éditeur
- It paints a grim picture. it’s completely paradoxical that we’ve never been more connected digitally and yet—at a human level—we have never been so disconnected. We now have the capability to connect instantly with virtually anyone, at any time, in any place in the world. This is only a relatively recent phenomenon. Despite this wonderment, there’s a rapid inverse decline in human connectivity in our local communities. Most of us don’t know our neighbors, let alone the people living in the house or apartment across the road or hallway.
- Organisations are conversations. The organisation as a collection of people working together to achieve a certain outcome. Organisations are a series of conversations that go on in the lunch room, board room, office, hallway, car, and toilet. 100, 1000, and 10 and 10000 conversations everyday. Some conversations are short, some long, some meaningful, some trivial, some are formal, others informal, some pleasant, others unpleasant. Some structured, others meandering. Some online, others off-line Good quality conversation is sadly neglected. It’s the quality of conversations that count. Meaningful conversations in a workplace affect performance, morale, energy levels, trust levels. The art of conversation. There is no art. We are all capable of being good conversations. We all have good conversations and poor conversations. Some conversations such as difficult conversation do take some skill. But most or not really an art form. Have we lost the need for conversation? If you go home this afternoon on public transport, whether it is by tram, train or bus, have a look around. You will notice everyone is fixated on a screen. When these people arrive home they’ll be fixated on another screen; a TV screen, all the while making face book and twitter updates. There are many conversations we have through technology. Its convenient. It takes a few seconds. It can be done at the click of a button. But many of those conversations occur online when they ought to occur face-to-face. I don’t have time for conversations. A manager said to me the other day: “I don’t have time for conversations. I have too much work to do.” Someone comes to their office at said, “I’m going. I have a better offer in another organisation.” Perhaps an earlier conversation may have prevented this conversation. Leadership is a relationship. Kouzes and Posner once said “Leadership is a relationship” in their great book: “The Leadership Challenge”. I totally agree. But how do you form a relationship? Through trust building. And how do you build trust? Through a series of meaningful conversations.