how to build a culture of motivation

33
How to Build a Culture of Motivation Pam Holloway 2011 National Management Meeting March 2, 2011

Upload: pam-holloway

Post on 17-Feb-2017

147 views

Category:

Leadership & Management


1 download

TRANSCRIPT

Page 1: How to build a culture of motivation

How to Build a Culture of Motivation

Pam Holloway 2011 National Management Meeting

March 2, 2011

Page 2: How to build a culture of motivation

2

Understanding the Payoff

•  300 billion

•  $3400 loss per $10,000 in salary

•  54 percent

•  20-2000 percent

Page 3: How to build a culture of motivation

3

The impact of Motivation & Engagement

•  300 billion: cost to US businesses of disengaged employee productivity loss

•  $3400 times $10,000 in salary: Annual per disengaged employee cost

•  54 percent: Percentage of un-engaged employees in the US

•  20-2000 percent: ROI for engagement

Source: Gallup Research 2002-2006

Page 4: How to build a culture of motivation

4

What is disengagement or lack of motivation costing you?

Page 5: How to build a culture of motivation

5

Motivation Versus Engagement

• Motivation is what drives or propels you. Engagement is the extent to which you’re “plugged into” the work and the larger organization.

• An engaged employee is motivated. However, you can be motivated, but not engaged.

• We will discuss both aspects.

• Larger goal with bigger payoff is Engagement

Page 6: How to build a culture of motivation

6

What does a culture of motivation look like?

•  What are the actions and behaviors of motivated employees?

Page 7: How to build a culture of motivation

7

•  Gives 100%

•  Self-directed

•  Proactive. Doesn’t wait to be told what to do.

• Not afraid to take risks, step outside their comfort zone

• Committed

•  Enthusiastic and energetic

What are the actions & behaviors of motivated employees?

Page 8: How to build a culture of motivation

8

What does an engaged culture look like?

•  What are the actions and behaviors of engaged employees?

Page 9: How to build a culture of motivation

9

Gallup’s Definition of the Engaged Employee

1.  Use their talents every day

2.  Consistent levels of high performance

3.  Intentional building of supportive relationships

4.  Clear about desired outcomes of their role

5.  Emotionally committed to what they do

6.  High energy and enthusiasm

7.  Broaden what they do and build on it

8.  Commitment to company, work group and role

Page 10: How to build a culture of motivation

10

What can you as a leader influence?

• Of the items on the list, which can you influence?

• What specific actions might you take?

Page 11: How to build a culture of motivation

11

Start with Beliefs

• Good ideas, but are we putting the cart before the horse?

• Before we look at Actions, let’s make sure we have our Beliefs on straight.

Page 12: How to build a culture of motivation

12

What do you believe about motivation?

1.  Pick One: A.  Most people are inherently lazy and will avoid work

whenever possible. They need external motivation (carrots or sticks) in order to succeed. Work is an obligation. OR….

B.  Most people are naturally driven to take responsibility, self-direct and excel. Work is a natural state and source of enjoyment and fulfillment.

2.  What are other beliefs about motivation and what drives employees?

Page 13: How to build a culture of motivation

13

Time for a reboot?

• What if everything we thought about motivation and what drives employees was wrong?

• There is a mismatch between what science knows and what business does

• In particular…External contingent motivators (“if you do this, you’ll get this”) aren’t as effective as we once thought.

Page 14: How to build a culture of motivation

14

Daniel Pink: The Surprising Truth about Motivation

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

Page 15: How to build a culture of motivation

15

What We Learned from the Research

•  Current motivational theories are based on an inherent belief that work is not enjoyable and people have to be “coaxed” with external rewards and threats.

•  This “sticks and carrots” approach works for routine algorithmic (left brain) work but can be devastating for creative and conceptual, right brain work.

•  Percentages of routine versus conceptual work have flipped. Today, only 30% of work is routine, left brain, 70% is conceptual, right brain.

•  Intrinsic motivation is essential for right-brained work. Sticks and carrots approach can actually impair performance.

Page 16: How to build a culture of motivation

16

Change in Focus

• From extrinsic contingent rewards and motivators

• To intrinsic – satisfaction of psychological needs: • Autonomy: Freedom to achieve outcomes in our own way • Mastery: Feel competent in our abilities to do work • Purpose: Connection to a larger purpose and people

Page 17: How to build a culture of motivation

17

Hierarchy of Motivation & Engagement

Page 18: How to build a culture of motivation

18

What is your role in creating a culture of motivation?

Page 19: How to build a culture of motivation

19

What does intrinsic motivation look like?

•  Comes from “within” the person

•  Attached to experiences and beliefs

•  You can’t dictate or control the way you can with external rewards and threats

•  You can only enable it by creating an environment that allows it to grow and thrive

Page 20: How to build a culture of motivation

20

How can you influence or enable intrinsic motivation?

Page 21: How to build a culture of motivation

21

6 Areas of Focus for Enabling Intrinsic Motivation

1.  Focus on strengths not weaknesses. Match people to work. Provide opportunities for people to be “in the zone.”

2.  Recognize individual differences including different internal motivators.

3.  Connect people and their work to a larger vision and purpose.

4.  Clearly communicate outcomes, but give people the latitude to do it their way.

5.  Provide inspired leadership. Lead by example.

6.  Provide regular, meaningful communications which convey a clear description of "what's going on“ and “how I’m doing.”

Page 22: How to build a culture of motivation

22

1. Job Fit

•  Be aware of the employee’s natural strengths and talents

•  Match people to work that enables them to use their natural strengths and talents on a daily basis.

•  Clear the path so that they can do what they do best without unnecessary distractions.

•  Provide “in the zone” opportunities

•  Provide feedback on strengths and application of natural strengths and talents.

Page 23: How to build a culture of motivation

23

2. Recognize Individual Differences in Motivation

•  Although there are universal psychological needs, one size does not fit all

•  Understand my values, and you understand what drives me

•  It’s all relative

Page 24: How to build a culture of motivation

24

3. Larger Vision & Purpose

•  Regular communication of larger organizational goals and objectives and how employee’s team and their individual work impacts those goals and objectives.

Page 25: How to build a culture of motivation

25

4. Outcomes but not Steps to Get There

•  Communicate larger outcomes of work, but not the steps to get there.

•  Give each person ownership and creation of outcomes and latitude to accomplish work their own way.

•  Suggest strategies to get to results and point out progress along the way.

Page 26: How to build a culture of motivation

26

5. Inspired Leadership

•  Be a role model of motivation and engagement

Page 27: How to build a culture of motivation

27

6. Regular Communication & Feedback

•  Cooperative establishment of Goals and Objectives with regular, semi-formal progress and review (Monthly, Quarterly, Annual Reviews)

•  Regular, informal conversations about work and progress towards goals

•  Regular positive feedback (remember earlier focus on Strengths, rather than Weaknesses)

Page 28: How to build a culture of motivation

28

How are you doing today? Where will you focus?

Job Fit. Focus on Strengths. 1……………..5……….……10

Individual motivation -no “one size fits all”.

1……………..5……….……10

Link to big picture vision and purpose. 1……………..5……….……10

Clearly communicate outcomes, but latitude to achieve outcomes their way.

1……………..5……….……10

Inspired leadership. Demonstrating intrinsic motivation/engagement.

1……………..5……….……10

Provide regular, meaningful communication and feedback.

1……………..5……….……10

Page 29: How to build a culture of motivation

29

Quality of Relationships

• People don’t leave companies, they leave managers

• If employees' relationship with their managers is fractured, then no amount of perks will persuade the employees to perform at top levels. Employee engagement is a direct reflection of how employees feel about their relationship with the boss.

• Quality of working relationships with peers, superiors, and subordinates is a critical element of engagement.

• A best friend at work” and relationships with people we share interests and values with is critical to employee engagement.

Page 30: How to build a culture of motivation

30

What People Believe Shape What People Achieve

•  Mastery is a mindset: what people believe shapes what people achieve

•  Carol Sweck – self-theories determine how we interpret our experiences and set boundaries on what we accomplish

–  Entity theory – intelligence is an entity. It exists in finite supply that we cannot increase

–  Incremental theory – while intelligence may vary slightly from person to person, it is ultimately something that with effort we can increase

•  Performance goals vs. learning goals. Getting an A in French class is a performance goal. Being able to speak French is a learning goal. Both can fuel achievement but only one leads to mastery.

Page 31: How to build a culture of motivation

31

All behavior is rewarded

• Every person is doing what they do because they are getting something out of it.

• If you want to change the behavior, identify the larger payoff (power, freedom, love, etc.) and help them find a better way to achieve the benefit/outcome.

Page 32: How to build a culture of motivation

32

Where will you focus?

• Identify at least one “quick hit” you can do to move your organization further along the culture of motivation continuum.

• Identify 2-3 longer term goals for improving the culture.

Page 33: How to build a culture of motivation