Definition of motivation
Delegation

• Person

• Instructions

• Authority

• Progress reports

• Coaching

• Personal skill gap

• Timing...

Myers-Briggs Type Indicator®

• Background

• The questionnaire

• The results...

Myers-Briggs Type Indicator®

• Organizations

• 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)

• Recognizing achievement

• Individuals

• Behavior not reasons

• Job contract...

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 actualization

• 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...

People – part 1

• Follow the leader

• Positive assessment

• People watching

• Get people involved

• Recognize 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

• Maximize 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

• Behavior analysis

• Performance management in the workplace

• Consequences

• The circumstance

• The behavior

• 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 behavior

• 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 behavior

• ABC

• Antecedent

• Behavior

• Consequence

• Training

• Immediate, future and uncertain behavior

• 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...

Decreasing behavior

• By mistake

• Use of unthinking negative behavior

• Does punishment work?

• Used to stop unwanted behavior

• Must substitute a good behavior

• Reinforce continually

• Extinction

• A pattern...

Behavior – results orientated

• Circumstances

• Specifying

• Attitude

• Identification

• Measurable

• Observable

• Reliable

• Control

• Behavior v result...

Measuring performance

• Solving problems

• Beware the link with punishment

• Communicate well

• General

• What is measurement?

• Counting or judgment

• Raw data

• Ranking

• Incremental change...

Counting and judgment

• Raw data counting

• Judgment...

Feedback – part 1

• General

• Get input to decide the process

• How did the process work?

• Improves performance not for criticism

• Things to avoid

• Poor behaviors

• 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 behavior

• 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

• Behaviors need to be maintained...

Quality – part 2

• Quality gurus

• Phil Crosby

• William Deming...

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...

Creativity - part 1

• Can it be managed?

• Yes, it is a function of behavior

• Consequences

• Positive reinforcement

• Negative reinforcement

• Punishment and penalty

• Extinction

• Make sure not to encourage the wrong behavior

• Can be followed by specific actions...

Creativity - part 2

• Change

• Plan for change

• The vision

• Communicate well

• Get people on board prior to launch

• Maximizing 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...

Labeling – 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...

Labeling – part 2

• General

• Can create an ‘us and them’ mentality

• Usually labels are stereotypical

• Assessing others

• Don’t rush in, consider your judgment

• 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...

Communication – part 2

• Other

• General

• Your voice

• What you hear is what you get?

• Focus on the words

• Followers...

Behavior 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

• Prioritizing

• 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

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 behavior changes

• Step 4

• Selecting actions

• Get the employee’s input

• Step 5

• Follow up

• Reinforce good behaviors...

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 maximize 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 behavioral

• 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...

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

• Visualization

• 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

• Personalize

• 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...

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 humor...

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

• Organizational values...

Influence

• Motivation

• It’s already there

• Home and organization

• 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

• Behavioral change

• Values and behavior

• Role models...