1.
S E L F A W A R N E S S
& S E L F M A S T E R Y
C O R P O R A T E
C U L T U R E & V A L U E S
F R O M C O N F L I C T T O
T E A M S

2.
S E L F A W A R N E S S & S E L F M A S T E R Y

3.
INTRODUCTION

4.
Everything you hear is an opinion, not a fact
Marcus Aurelius

5.
Never stop learning because life never stops teaching

6.
I cannot teach anybody anything. I can only make them think
Socrates

7.
WHAT IS NOT A LEADER ?

8.
kind
« it is ok, try again » when you mistake
help somones don’t use violence
generous
smart
protect the community
Violant
They don’t protect others
They care only about themselves
They lie and they are Rude
They blame others people
Selfish
Afraid to look bad

9.
WHAT MAKES A LEADER ?

10.
SELF-
AWARENESS
The ability to see yourself
clearly and objectively through
reflection and introspection.
This will allow Making decision
based on values & convictions.
Talking objectively limitations,
making constructive criticism,
Admitting a failure with a smile
and know when to ask for help,

11.
32%
27%
35%
68%
73%
65%
Decision Coordination Conflict
Low Self Awareness team
Hiigh Self Awareness team
High self awareness lead to
better performance
Source : Erich C. Dierdorff & Robert S. Rubin - HBR. ORG

12.
SELF-
REGULATION
resist impulsive behaviors that
might worsen their situation,
and they can cheer themselves
up when they’re feeling down.
ability to self-regulate and to
gain (or regain) a sense of
control over one’s behavior.

13.
MOTIVATION
why we want what we want?
What drives our motivation and
how we can motivate ourselves
and others towards a happier,
more satisfied, and successful
life.

14.
EMPATHY
While we may not all be
therapists, we can all practice
empathy when interacting with
our friends, loved ones, and
even strangers. Considering
where someone else may be
coming from while interacting
with them can go a long way
in forging positive connections.

15.
SOCIAL-SKILLS
We do nothing alone, Set large network
via a common ground with people of all
kind.
Unhealthy communication starts with
negative thoughts or difficult emotions.
Words are only the result of those
thoughts and emotions.
And thirdly, listening is the better skill to
practice than talking. Focus on your
friend’s facial expression as they tell a
story. Try to listen without thinking of
what to say next and try not to judge
what you hear.

16.
Do you think yourself ? Why? Using 10 words, describe
yourself. How your life experience allowed to better know
yourself? What are your strenghs What are your Weakness ?
What is your level of Empathy ? How can you show more
gratitude to your collegues efforts ?
What is your level of self regulation ? how do you react to
frustration ? What is the reason of the frustration ? is it
internal or external ? is it coming from the past ?
What is driving you ? What matters most in your life ? What
are you doing about the things that matter most in your life ?
what are the books, quotes, people that inspires you most ?
when do you feel most energized ?.
Have you made someone smile today ? how do you manage
the conflict ? how do you manage the communication ?
SELF AWARENESS
SELF REGULATION
EMPATHY
MOTIVATION
SOCIAL SKILLS
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-

17.
CREATING A CULTURE OF
LEADERSHIP

18.
MANAGER LEADER
PEOPLE FIT IN THE JOB
JOB AS A ROUTINE
BUILD ACTION PLAN
KEEP PEOPLE AS THEY ARE
PEOPLE FIT WITH VISION
MOTIVATE ON THE STRATEGY
LEARN FROM EACH OTHER
BUILD A TEAM OF LEADERS
SHIFT THE MINDSETS

19.
Opportunist
Diplomat
Expert
Acheiver
Individualist
Strategist
Alchemist
Wis any way possible. Self oriented, manipulative, “might makes
right”
Avoid conflicts, cant to belong, obey group norms; doesn’t obeys
group norms; doesn’t rock the boat.
Rules by logic and expertise. Uses hard data to gain consensus and
buy in
Meets strategic goals, promotes team work, junggles managerial
duties and respond to market demands to achieve goals
Operates in unconventional ways. Ignores ruels he/She regards as
irrelevant.
Generates organizational and personal change. Highly
collaborative weaves visions ith pragmatic timely initiatives;
challenges existing assumptions
Generates social transformation (Nelson mandela). Reinvent
organization in historically significant ways.
Good in emergencies
and in pursuing sales
Few people want to
follow them in the
long term
Supportive glue on
the teams
Can’t provide painful
feedback or make te
hard decisions
needed
Good individual
contributor
Lacks emotional
intelligence, lacks
respect for this with
less expertise
Well suited to
managerial work
Inhibits thinking
outside the box
Effective in venture
and consulting roles
Irritates colleagues by
ignoring key
organizational process
and people
Generates
transformations over
the short and long
term
None
Leads society change None

20.
WHAT MAKES YOU UNIQUE
Which people, experience impacted you in life? What tools do
you use to become self aware? What are your most deeply
held values ? What is your true self? How authentic your are?

21.
Still before starting the journer to discover what makes you unique, need to remove all the
conditioning and cultural believes that might makes you think that it is not about humility, self
regulation, high moral values!.
LEADERSHIP IS
CONTRECULTURAL

22.
HAPPINESS, PURPOSE,
MEANING & IMPACT

23.
SELF AWARENESS &
SELF MASTERY

24.
WHY STARTING THE JOURNEY
OF SELF-AWARENESS ?
Self-aware people are more likely to create good relationships
as they are able to realize exactly what they want in each
person. Self aware people promotes open-mindedness and
accept opinions, feedback, and criticism from other people
without being subjective.
Self awareness removes internal fear or doubts, and make easier
to focus on important matters in objective way. Self ware people
can easily make decisions without being clouded by poor
judgment or environment influence. Ultimately, they are able to
have multiple solutions to a single problem.

25.
32%
27%
35%
68%
73%
65%
Decision Coordination Conflict
Low Self Awareness team
Hiigh Self Awareness team
High self awareness lead to
better performance
Source : Erich C. Dierdorff & Robert S. Rubin - HBR. ORG

26.
STARTING THE JOURNEY

27.
95% of people think they’re
self-aware,
but only 10-15% truly are.

28.
SEE
THINGS WITH
THE RIGHT
PERSPECTIVES
What is your perspective? What
type of lenses are you looking
through? Do you generally see
problems or possibilities? Note
that Your viewpoint shapes your
thoughts, decisions, actions --
and ultimately, your feeling of
success.

29.
Continue uncovering your
authentic self

30.
Quick note on authenticity
“be yourself, everyone else is taken.” Oscar wilde

31.
WHAT IS YOUR
PERSONALITY
TYPE ?

32.
There will multiple occasions where you will
have the opportunity get feedback, good
and bad. Sometimes people will ask you if
you want it; other times feedback can arrive
unsolicited.
Whenever and however you receive honest
and open feedback, you should consider it a
valuable gift. As Warren Buffet has said:
"Honesty is a very expensive gift; just don't
expect it from cheap people."
FEEDBACK IS A GIFT

33.
The Enneagram is simply a map for
self-discovery based on 9 basic
personality types. The Enneagram
describes why you think, feel and
behave in particular ways based
upon your core fears and core
desires.
The power of the Enneagram is in
its ability to harness and transform
self-limiting behaviors into life-
enhancing personal strenghs.
Then one can create and sustain
meaningful and lasting relationships
with others, and themselves

34.
The Myers–Briggs Type Indicator
(MBTI) is an introspective self-report
questionnaire indicating differing
psychological preferences in how
people perceive the world and
make decisions.

35.
Now based on the different tests and
feedbacks from the team fill the form
below. Then introduce yourself, your
Strengths & Weaknesses and Workplace
Habits, potential Career paths, your models,
How your best self looks like? What are the
values you believe in? Make others know
your real you.

36.
Now that you have met yourself, start
the relationship’s journey and write
your future self . you will discover how
your future self will enjoy reading who
you were a few months ago … then you
will understand all the path you have
been going trough. You take one step
closer toward understanding exactly
what is that makes you authentically
you

37.
THE DARK SIDE OF THE PSYCHE

38.
When considering what it takes to succeed at work, we often
focus on innate strengths: high intelligence, the ability to learn,
the ambition to achieve, and the social skills to develop strong
relationships. But these characteristics always coexist with
weaknesses—aspects of personality that might seem innocuous
or even advantageous in some circumstances but that when left
unchecked can wreak on careers and organizations.
Two decades ago the psychologists Robert and Joyce Hogan
created an inventory of these “dark side” traits—11 qualities that
when taken to the extreme, resemble the most common
personality disorders

39.
11
PERSONALITY
TRAITS THAT
CAN LIMIT
YOUR CAREER
Your strengths will always
coexist with some
weaknesses—aspects of
personality that might seem
advantageous in some
circumstances but that when
left unchecked can wreak
havoc on careers and
organizations.
SOURCE HBR

40.
SOURCE HBR

41.
After profiling millions of employees, managers, and leaders, we know that most people
display at least three of these dark-side traits, and about 40% score high enough on one
or two to put them at risk for disruption in their careers—even if they’re currently
successful and effective. The result is pervasive dysfunctional behavior at work.
SOURCE HBR

42.
MODELS & REFERENCES

43.
PRINCIPLE #1: DON’T CRITICIZE, CONDEMN OR COMPLAIN
PRINCIPLE #2: MAKE PEOPLE FEEL IMPORTANT WITH CURIOSITY
PRINCIPLE #3: APPEAL TO THE OTHER PERSON’S DESIRES
PRINCIPLE #6: REMEMBER PEOPLE’S NAMES
PRINCIPLE #7: BE A GOOD LISTENER BY ENCOURAGING OTHERS
TO TALK ABOUT THEMSELVES
PRINCIPLE #8: TALK IN TERMS OF THE OTHER PERSON’S
INTERESTS
PRINCIPLE #9: MAKE THE OTHER PERSON FEEL IMPORTANT –
AND DO IT SINCERELY" "PRINCIPLE #10: THE ONLY WAY TO GET
THE BEST OF AN ARGUMENT IS TO AVOID IT
PRINCIPLE #11: NEVER SAY, “YOU’RE WRONG”
PRINCIPLE #12: IF YOU ARE WRONG, ADMIT IT QUICKLY AND
EMPHATICALLY
PRINCIPLE #13: BEGIN IN A FRIENDLY WAY
PRINCIPLE #14: GET THE OTHER PERSON SAYING “YES, YES” AS QUICKLY AS
POSSIBLE
PRINCIPLE #15: LET THE OTHER PERSON DO A GREAT DEAL OF THE
TALKING" "PRINCIPLE #16: LET THE OTHER PERSON FEEL THAT THE IDEA
IS HIS OR HERS
PRINCIPLE #17: TRY HONESTLY TO SEE THINGS FROM THE OTHER PERSON’S
POINT OF VIEW
PRINCIPLE #18: BE SYMPATHETIC TOWARD THE OTHER PERSON’S IDEAS
AND DESIRES
PRINCIPLE #19: APPEAL TO THE NOBLER
MOTIVES
PRINCIPLE #20: DRAMATIZE YOUR IDEAS
PRINCIPLE #21: THROW DOWN A CHALLENGE"

44.
HOMEWORK

45.
Do you think yourself ? Why? Using 10 words, describe
yourself. How your life experience allowed to better know
yourself? What are your strenghs What are your Weakness ?
What is your level of Empathy ? How can you show more
gratitude to your collegues efforts ?
What is your level of self regulation ? how do you react to
frustration ? What is the reason of the frustration ? is it
internal or external ? is it coming from the past ?
What is driving you ? What matters most in your life ? What
are you doing about the things that matter most in your life ?
what are the books, quotes, people that inspires you most ?
when do you feel most energized ?.
Have you made someone smile today ? how do you manage
the conflict ? how do you manage the communication ?
SELF AWARENESS
SELF REGULATION
EMPATHY
MOTIVATION
SOCIAL SKILLS
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-

46.
wajih@guennoun.net

47.
CORPORATE CULTURE & VALUES

48.
INTRODUCTION

49.
Never stop learning because life never stops teaching

50.
I cannot teach anybody anything. I can only make them think
Socrates

51.
HUMAN NATURE

52.
Caïn
Jardin des Tuileries à Paris.
Henri Vidal
It all started
A long time ago

53.
All Iberian territories taken
by Christian kingdoms of
Castile, Aragon, Navarre and
Portugal
Alhambra Decree
Crises & Events that nearly
brought the two countries to
war.
Corsican Crisis
Falklands Crisis
The wars were ended by the
Arab Muslim Conquests,
which led to the fall of the
Sasanian Empire and huge
territorial losses
This is a chronology of
warfare between the Romans
and various Germanic tribes
between 113 BC and 596 AD
Source : Wikipedia

54.
In Greek mythology, the Trojan
War was waged against the
city of Troy by the Achaeans
(Greeks) after Paris of Troy
took Helen from her husband
Menelaus, king of Sparta.
Source : Wikipedia

55.
THE HUMAN BEHAVIOR

56.
MOMENT OF
PANIC
ZIZANIA
Titanic had 20 boats that could
carry only 1,178 people. But with
the panic, as example Lifeboat
number 7, which was the first to
leave the Titanic, held only
about 27 people, though it had
space for 65. In the end, only
705 people would be rescued in
lifeboats.
Source : Britanica

57.
You cannot tell your mind what to
feel and not to feel when you are
jealous. It is like a poison that will
slowly kill you
Friedrich Nietzsche wrote that
"vanity is the fear of appearing
original: it is thus a lack of pride, but
not necessarily a lack of originality.
The Thenardiers, are very greedy
and abusive people. They would do
anything to trick people out of
money.
“Anger doesn't solve anything. It
builds nothing, but it can destroy
everything." - Thomas S. Monson.
“Anger doesn't solve anything. It
builds nothing, but it can destroy
everything." - Thomas S. Monson.
JEALOUSY
EDVARD MUNCH
1895
VANITY
CHARLES ALLAN GILBERT
1892
THENARDIERS – LES MISERABLES
VICTOR HUGO
1862
THE SCREAM
EDVARD MUNCH
1893
THE ANGER OF ACHILLES
JACQUES-LOUIS DAVID
1819

58.
CORPORATE SUCCESS
WHERE MOST PEOPLE FAIL

59.
always as easy to define your culture.
That’s because culture is intangible.
It’s a feeling present in the workplace
and throughout the company, and it
can even reach people outside your
walls.
It’s not the same writing values and
having the community embracing our
values.
Beyond definition :
Faith in Culture, Values,
And principles
Over 50% of executives now agree that corporate culture
can influence productivity, creativity, profitability, firm value
and growth rates.
Over 50% of executives now agree that corporate culture
can influence productivity, creativity, profitability, firm value
and growth rates.
Over 50% of executives now agree that corporate culture
can influence productivity, creativity, profitability, firm value
and growth rates.

60.
REMEMBER
WHY WE ARE ALL
HERE
A 80 years Harvard study proved that
embracing community helps us live longer,
and be happier. Close relationships, more
than money or fame, are what keep people
happy throughout their lives, the study
revealed.
Source : harvard.edu
Link : Click here

61.
TAKE THE GIVEN TEST AND DEFINE THE CULTURE BASED ON THE FOLLOWING PILARS

62.
PERFORMANCE STRATEGICLEAD
FAMILY SPIRIT TRUST & INTEGRITYPEOPLE DEV.

63.
We all lead our area of
responsibility and
committed to deliver the
results. We put energy and
to do be the best to
achieve objectives and
strategies. We are
accountable to meet the
business needs, improve
our systems and help
others improve their
effectiveness. we have a
healthy dissatisfaction with
the status quo.
WE make an Effective use
of time & are highly
productive. We are data
and facts driven. We
manage time and priorities.
We escalate at the right
time. We keep focus on the
work and results. And we
manage stress and
emotions.
We simplify, standardize
and streamline our current
work whenever possible.
Innovation Is The
Cornerstone of Our
Success. We set strategic
targets in advance
matching with the
capabilities. It is first about
planning. When things goes
smooth, means the
planning did it well.
We learn from both our
successes and our failures.
We believe it is the
responsibility of all
individuals to continually
develop themselves and
others. We encourage and
expect outstanding
technical mastery and
executional excellence. We
benchmark our
performance rigorously
versus the very best
internally and externally.
We have confidence in
each other’s capabilities
and intentions. We are
transparent, we operate
within ethics. We respect
our colleagues, customers
and treat them as we want
to be treated. We believe
that people work best when
there is a foundation of
trust. People can
communicate openly. We
believe in integrity, we are
honest and straightforward
with each other
Everyone is part of our
family, We Have fun every
day. We care about Our
People and Our Team feel
safe to speak up. We don't
take things personally. We
don't get frustrated at
criticism. We celebrate
good results We are honest
with people about their
performance, and we
accept feedback (Feedback
is a gift). We think win win.
We think “We before I”.

64.
HOMEWORK

65.
P R O M O T E D
6.Insight Global (Atlanta, GA)
7.Intuit (Mountain View, CA)
8.Salesforce (San Francisco, CA)
9.Blizzard Entertainment (Irvine, CA)
10.Starbucks (Seattle, WA)

66.
wajih@guennoun.net

67.
FROM CONFLICT TO TEAM

68.
INTRODUCTION

69.
Everything you hear is an opinion, not a fact
Marcus Aurelius

70.
Never stop learning because life never stops teaching

71.
I cannot teach anybody anything. I can only make them think
Socrates

72.
GROUP IN CONFLICT

73.
INCREASED STRESS
LOW MOTIVATION
INATTENTIVENESS TO OTHER THINGS
JOB DISSATISFACTION
WORK ANXIETY
ALIENATION FROM OTHERS
EMPLOYEE INSECURITY
INCREASED STRESS
DIMINISHED PERFORMANCE
LOW EMPLOYEE MORALE
POOR COMMUNICATION
MISUNDERSTANDINGS
WASTE OF TIME
HIGH EMPLOYEE TURNOVER
LACK OF COLLABORATION
BROKEN RELATIONSHIPS

74.
THE CONFLICT

75.
THE CONFLICT

76.
THE CONFLICT

77.
THE CONFLICT

78.
THE CONFLICT

79.
1. Talk with the other person.
2. Focus on behavior and events, not
on personalities.
3. Listen carefully.
4. Identify points of agreement and
disagreement.
5. Prioritize the areas of conflict.
6. Develop a plan to work on each
conflict.
7. Follow through on your plan.
8. Build on your success.
Expand all
START WITH
AN ASSESMENT
Where do you stand
( fichier excel)
Assess yourself in an objective way. If there is a gap
between members. Why?
Identify best practice your team i shaving vs other teams.
Why?
Focus on the Highest and lowest values.

80.
RESOLUTION PROCESS

81.
IT MIGHT BE STORMY NOW
BUT IT CAN'T RAIN FOREVER
THINK LONG TERM,
AND HOW IMPORTANT TO
PRESERVE THE
RELATIONSHIPS

82.
connect the dots by drawing four
straight, continuous lines that pass
through each of the nine dots, and
never lifting the pencil from the paper.
THINK outsite the BOX

83.
connect the dots by drawing four
straight, continuous lines that pass
through each of the nine dots, and
never lifting the pencil from the paper.
THINK outsite the BOX

84.
connect the dots by drawing four
straight, continuous lines that pass
through each of the nine dots, and
never lifting the pencil from the paper.
THINK outsite the BOX

85.
IT IS ALL ABOUT
TRUST
“Trust is the glue of life. It’s the most
essential ingredient in effective
communication. It’s the foundational
principle that holds all relationships.”
Stephen Covey

86.
Take the test
Assertive & not assertive
And
MAP the team
AGRESSIVE
Assertive Passive agressive
Passive

87.
DIFFICULT PEOPLE

88.
Insert Your Great Subtitle Here
BEFORE Solving the problem
Self esteem
Values & Belief system
(Right & Wrong / Good and Evil)
Skills
Experiences BG
Knowledge
Individual obstacles
Legacy Event & negative past
experience
Poor communication
Organization
Style acceptance
Reputation
Negative behavior pattern
Relationship obstacles
Phsyical
Politics
Mood
Company culture
Organization
Limitted ressources (time,money)
Environmental obstacles
Facts
Perspectivevs
Opinions
Lake of information
Missinformation
Too much information
Data collection issue
Informationnal obstacles
133
ISSUE
/10 /10 /10 /10

89.
WWW.YOURCOMPANY.COM PHIENIX
Thebasics
Insert Your Great Subtitle Here
Without trust nothing is possible
Culture &
Values
R&R
CLEAR
EXPECTATIONS
SAFE TO SPEAK
&
OPEN
COMMUNICATI
ON
TRUST
&
COOPERATION
SOLUTION
FOCUS
-
ONE OBJ.
-
PERFOMANCE
MANAGE
CONFLICT
134

90.
INFLUENCING SOFTLY

91.
Group 1
Q1 : What is the population of Turkey greater than 90 million?
--
Q2 : What’s your best estimate of Turkey’s population?
Group 2
Q1 : Is the population of Turkey below than 150 million?
--
Q2 : What’s your best estimate of Turkey’s population?

92.
139

93.
EMOTION MANAGEMENT

94.
5 EMOTIONNAL
CANCERS
we must create an awareness of these 5
emotional cancers and choose to
disengage. The 5 are: Complaining,
Comparing, Criticizing, Competing and
Contending. Here is a video of Stephen
Covey himself on this subject. Enjoy!

95.
FROM GROUP TO TEAM

96.
Following a two-goal draw between Chelsea and
Tottenham on May 2, 2016 (matchday 36), Leicester are
officially guaranteed to be champions of England. It was the
first title of champion of the first division and the best
performance in the history of the club, surpassing 2nd place
in 1929
Florentino Perez and the Real Madrid associates lost
hundreds of millions of euros with that squad, they never
won a single Champions League when the Galacticos were
together.

97.
WWW.YOURCOMPANY.COM PHIENIX
Insert Your Great Subtitle Here
'WE'Mindset
members hold themselves and each other jointly accountable
for the team’s performance.
They share a genuine conviction that “we” will succeed or fail together
and that no individual can succeed while the team fails.
A common, worthwhile purpose creates a sense
of doing something important together
Team members have clarity; about roles, and about how members interact
Being part of something larger than themselves.
149
if you want to go fast go
alone, if you want to far
go together

98.
WWW.YOURCOMPANY.COM PHIENIX
-
Testingteamspirit
Are we mutually committed to a
compelling and worthwhile purpose?
-
-
Do we believe that if we
disappeared today, the world
would be different tomorrow?
150
-
Are we pursuing clear goals based on
that purpose, and do we have plans in
place for reaching them?
-
- Does everyone understand their
roles and responsibilities?
- Are work processes clear?
-
-
Does everyone know how we’re
doing, both as a group and
individually?
Do we know not just which task we must
perform, but who will benefit from our
work?
Does everyone know how the team does
its work?
Do we share a set of values and beliefs
about what we expect of each other and
how we treat each other?

99.
Group
Strong, clearly focused leader
Individual accountability
The group’s purpose is the same as the broader
org. mission
Runs efficient meetings
Measures its effectiveness by its influence on
others
Discusses, decides, deleguates
Team
Shares leadership roles
Individual and mutual accountability
Specific team purpose that the team itself
delivers
Collective work products
Encourages open ended discussion and active
problem solving meetings
Measures performance directly by assessing
collective work products
Discusses decides and does real work together

100.
TEAM SPIRIT
INSPIRED FROM
SPORT

101.
Compare our community to others
Model : Bruce Tuckman,
formation, turbulences, normalisation
et production
TAKE the test
Woop team indicator

102.
TheStagesofGroupFormation
Insert Your Great Subtitle Here
o Infighting, defensiveness, competition.
o Disunity, increased tension jealousy.
o Disruption and fragmentation.
o Resistance to the task demands
o Polarisation of group members.
o Sharp fluctuations of relationships
o Minimal work accomplished.
FORMING
o maximum harmony, Avoiding conflict.
o sharing personal problems
o discussing team dynamics.
o Express emotions constructively.
o A sense of team cohesiveness
o A common spirit and goals.
o Openness to other group members
o Understanding, analysis and insight.
o Mutual trust.
o Cohesion and mutual support.
o Constructive self-change.
o Diagnosis, problem solving
o A great deal of work is accomplished.
o Attainment of desired goals is realised.
o Dependency on the group leader.
o Unknown interpersonal relationship
o Polarisation around initial issues
o how the group will accomplish tasks.
o Formation of a leadership hierarchy.
o Complaints about the organizational
o Complaints about the Environement.
o Suspicion, fear, and anxiety
o Minimal work accomplishment.
STORMING NORMING PERFORMING
/30 /30 /30 /30

103.
REMEMBER THE
TITANS - FORMING,
STORMING,
NORMING,
PERFORMING,
ADJOURNING

104.
Attribuer des tâches claires à chaque
membre de son équipe. Examiner et
suivre régulièrement la progression
du travail.
Set expectations team
building

105.
WWW.YOURCOMPANY.COM PHIENIX
01
Insert Your Great Subtitle Here
Themythsaboutmotivation
Reducing time spent at work
02
03
158
01
02
03
01
02
03
The idea here is to motivate people to work by
getting them off the job. The truth is that
motivated people seek more hours, not less.
Spiraling Wages
Spiraling wages motivates people to seek the
next wage increase. If rising wages won’t
motivate, reducing them might.
Fringe Benefits
These benefits have gone from rewards to
rights. The cost of fringe benefits is
approximately 25% of the wage dollar. People
are spending less time working expecting more
security and money. Fringe benefits do not
motivate.
Human Relations Training
More than 30 years of teaching and training
and the question is still the same: How do you
motivate employees?
Sensitivity Training
Because of the failure of Human Relations
Training, sensitivity training was developed.
Many employees were forced to get to know
themselves better and no motivation was
garnered.
Communications
This was the next management training
program to instill motivation. The idea was to
let employees understand what management
was trying to do for them. But communication
didn’t lead to motivation, it only lead to
management realizing that it was not listening
to employees.
Two Way Communication
Management now began welcoming
suggestions and surveys. The two-way
communication brought some improvement,
but still had no motivating effect
Job Participation
Job participation was designed to give
employees the sense of achievement, or to
show the employee the big picture. This, of
course, doesn’t lead to motivation
Employee Counseling
- Employees could talk to someone about their
problems and perhaps that would motivate
them. But the counseling also failed to yield the
desired results. In fact, counseling services
were often interfering with the operation of the
organization itself.

106.
“WHAT WAS THE BEST DAY AT WORK YOU’VE
HAD IN THE PAST THREE MONTHS ?”
-
WHAT WAS THE WORST DAY YOU’VE HAD AT
WORK IN THE PAST THREE MONTHS

107.
Insert Your Great Subtitle Here
State of mind
When a person succeeds, praise
her hard work and tell that she
succeeded because she has
become so good at deploying her
specific strengths.
emphasizing the size and the
difficulty of the employee’s goals
Make the most of
strengths.
Training
missing certain talents
find her a partner
discipline technique
Change working world
overcoming weakness
Recognition with the right
audience.
individualized approach to
recognition
Trigger the strengh
Role-play with Analyzingers prior
to performance
doer’s most during the
performance
Watchers are only able to see this
when they view the complete
picture.
Tailor to learning styles.
162

108.
WWW.YOURCOMPANY.COM PHIENIX
VerticalJobLoading
Remove control while
Retaining accountability
Increasing area of work
with autonomy
Make workers evaluate
themsleves not
supervisor
Enabling them to
become expert
Increase
accoutability
Granting more
authority
Introducing
more difficult task
166

109.
HIRING & RETAINING

110.
Walt Disney
WALT DISNEY WAS FIRED
FROM A NEWSPAPER
BECAUSE OF LACK OF
CREATIVITY
Faillingtoretainpotentials
Too much workload
Do not celebrate results and recognize efforts
Do not care about employee
Promote wrong person
Doesn’t create the passion
Keep people in the confort zone and routine

111.
LEADING DIFFERENTLY
COMPASSIONATE
COMMUNITY

112.
REMEMBER
WHY WE ARE ALL HERE
A 80 years Harvard study proved that
embracing community helps us live longer,
and be happier. Close relationships, more
than money or fame, are what keep people
happy throughout their lives, the study
revealed.
Source : harvard.edu
Link : Click here

113.
ONE OBJECTIVE

114.
NATURAL BEHAVIOR
‒High revenues
‒Many disruptions
‒High inventory
SKILLS
‒Excellent Communicators
‒ Creative
‒ Analytical

115.
NATURAL BEHAVIOR
‒Low production change
‒Low service level
‒High inventory
SKILLS
‒People management skills
‒Persuasive & influencer
‒Emotional & non analytical

116.
NATURAL BEHAVIOR
‒Low production cost
‒Low inventory
‒Low service level
SKILLS
‒Excellent analytical skills
‒Excellent communicators
‒High level business knowledge

117.
How do you apply a win win
problem solving.
Can you describe a day in life of
your customer?
Do you know what keeps them
up at night? Do you know their
needs?

118.
Don’t “Run” Without Targets
Service as measured by the
customer
create a feedback culture. For
both positive and negative ones

119.
wajih@guennoun.net