Post on 16-Dec-2015
Motivating Others: Is Extending the Carrot
Enough?
Rex Gatto Ph.D.,BCC
Gatto Associates, LLC
750 Washington Road
Pittsburgh PA 15228
412-344-2277www.rexgatto.com
This presentation is based on the books:
Smart Manager FAQ by Rex Gatto
Herzberg: Motivation and Hygiene Factors by Alan Chapman
Organization Behavior Structure ProcessBy James Gibson
Overview
Soft Skills #1
Soft skills are personal attributes that enhance an individual's interactions, job performance and career prospects.
Unlike hard skills, which are about a person's skill set and ability to perform a certain type of task or activity, soft skills are interpersonal and broadly applicable.
Soft Skills #2
Soft skills are often described by using terms associated with personality traits, such as:◦ optimism◦ common sense◦ responsibility◦ a sense of humor◦ integrity
Soft Skills #3
Abilities that can be practiced (but require the individual to genuinely like other people) such as:
empathy teamwork leadership communication good manners negotiation sociability the ability to teach.
OLD ADAGE
Hard skills get you the interview but soft skills get you the job.
Defining Motivation Motivating Boomers, Gen X-ers and Y-ers Motivating Factors Feedback and Development How Motivation Enhances Performance Motivational Strategy
Overview
Defining Motivation
Motivation is the desire that energizes a person to do certain things based on the wants and needs of a person.
Motivation
If a person wishes to meet these wants and needs, then it up to the person to motivate self so that s/he takes key actions.
Effort – Desire – Willingness
Motivation can be caused by
Rewards – Benefits – Achieving Goals
Motivation
Ask what motivates YOU What’s to be accomplished Challenges Encourage risk-taking Right communication Ask “What’s in it for me” Identify the trade-offs
What causes you to take action?
Motivation
Defining Motivation
Physical and mental effort expended toward a goal
Extrinsic: outside recognition, praise, reward
Intrinsic: internal pride, fulfillment, self actualization
Performance=competence x motivation
Intrinsic Motivation
Extrinsic Motivation
Maslow
Hierarchy of Needs
Hertzberg
Satisfiers and Dissatisfies
“The factors which satisfy people at work are different
to and not simply the opposite of the factors which
cause dissatisfaction.”
Hertzberg
Satisfiers and Dissatisfies
Satisfiers = factors involved in doing the job
Dissatisfies= factors which define the job conditions
(hygiene)
Herzberg Motivator factors
(satisfiers)◦ Achievement◦ Advancement◦ Opportunity◦ Appreciation◦ Praise◦ Earned recognition◦ Personal growth◦ Acceptance◦ Work itself
Hygiene Factors (dissatisfiers)◦ Wages◦ Work conditions◦ Company policies◦ Organizational structure◦ Coworkers◦ Management
personalities◦ Facilities
Two Models of Motivation
Maslow
◦Self Actualization
◦Self Esteem◦Belonging◦Safety◦Physical
Hertzberg
◦Satisfiers Motivating Factors◦Dissatisfiers Hygiene Factors
Manager/Partner Job:Define purpose and directionGet resources, people, systems, and toolsCreate a plan to achieve the taskSet quality standardsControl and maintain work flowMonitorReport progressReview, reassess, and adjust the plan
If in place, they are motivators!
Different Generations in the Workplace (Managing today’s Multigenerational workforce by Adecco)
Traditionalist 8% of the workforce
Boomers 41% of the workforce
X Generation 30% of the workforce
Y Generation 21% of the workforce
Z Generations 0%
Motivating Traditionalists ( born before 1945)
Silent and Greatest generation
High respect for authority
Follow rules and regulations/hard workers
View work as an obligation
Like a direct and commanding leader
Technically challenged/like 1 on 1 communication
Motivating Boomers (1946-1964)
Security, work ethic and advancement
Self actualization through work, personal growth, and self improvement
Health and wellness
involvement and team work
Recognition, feel rewarded, and participatory management
Motivating Gen X (1965-1983)Diversity with challenging work
Global thinking through connectivity and the internet
Life balance or flexibility to work, non traditional hours and work from home
Loyalty is directed more to partners/managers than the organization
They like fun, informality, and self reliance, Gen X is the generation that is more concerned about building resumes full of experiences and references, not long-term relationships with organizations. Loyalty Unplugged by Buahene & Kovary (2007).
Motivating Gen Y (1984-2002)Gen Z 2003 – digital generation
Optimistic, civic minded, and confident Achievement oriented Sociable, moral, street smart, and diverseHaven’t experienced losingReceived gold stars at school Whole team received trophiesTheir opinions listened to; their suggestions
acted onThey entered the workplace looking for
parents.
Why Gen X and Y-ers stay or leave
Boredom ranks high on the Xers and Yers list of reasons to stay or leave a firm.
Since compliance is a routine function, accounting firms are at risk.
What motivates: career opportunities, environmental policies, ethical companies, a strong employment brand, approachable managers and partners (less intimidating), focus on mentoring
Generation Y What it Means for CA, by Andrea Roberts
Strengths and Talents
The Abbreviated Motivational Profile outlines the reason we put out effort that fulfills our strengths and talents
Performance = Competence X Motivation
Develop Your Motivational Profile
Read the statement and rate it 5 = high 1= low
Motivational ProfileStatement Rating
I am able to advance in my firm. Opportunity =5 – not at all = 1
I feel a sense of personal growth through my work.
Frequently =5 – not at all = 1
I feel I work well within my team. Very well =5 – not well = 1
I feel challenged in the work that I do.
Frequently =5 – not at all = 1
I feel I have an opportunity to develop my talents through my job.
Frequently =5 – not at all = 1
Motivational Profile #2
Statement Rating
I give myself credit for a job well done.
Frequently =5 – not at all = 1
I am praised for a job well done. Frequently =5 – not at all = 1
I am appropriately compensated for my work.
Very fairly =5 - poorly = 1
I know what I want to professionally achieve.
Frequently =5 – not at all = 1
I put forth a great deal of effort in my work.
Frequently =5 – not at all = 1
Score
50-43: High Motivation Factors
42-34: Moderate Motivation Factors
33 & below: Low Motivation Factors
What motivates you?
What’s your Motivation?
Score
What are your top two Motivation Factors?
What are your bottom two Motivation Factors?
What could you do to be more motivated?
Ways to Motivate
Listen to people’s needs Acknowledge how people
feel Be honest Support teamwork Encourage Challenge/job innovation Promote satisfaction
between worker and his/her responsibilities
Demotivating StatementsI am the boss so do as I say
You can’t motivate people without rules, regulations, and procedures
It’s important not to rock the boat.
The goal is the most important thing “just do it”.
Demotivating Statements #2
Let the majority decide.
I am the boss and my task is to sell my ideas to my subordinates
People should be controlled.
Thought Provoker
Most Common Inducements
Inducement systems are those design aspects of an organization, which act to energize, direct, or sustain behavior within the organization.
Motivational Inducement SystemReward,Task, Managerial, and
Social
Workplace energizers, to sustain behavior
Reward System
Implementation of formal reward systems in the organization, such as the compensation and the promotional systems. Ex. pay raise may be a form of pure instrumental motivation, or it may provide the basis upon which the individual’s self perceptions are reinforced or enhanced.
Task System
• Job responsibilities, task or duties
• One’s contribution to the success of the task
Competencies and values that comprise a role-specific identity that may be crucial to an individual’s self concept.
Managerial SystemLeadership style or characteristics
Leadership style, in terms of conditional/unconditional feedback, impacts one’s self-perception as well as one’s self esteem.
Social SystemPeople are motivated by the rewards/punishments enforced by the organization
Individuals are motivated to demonstrate the traits, competencies, and values which are important to the team/department/firm
Motivational Equity Theory
I feel that my input (work) is less than the output ($, benefits, fulfillment)
I feel lucky, feel I do not have to
work as hard compared to what I am getting (athletes and CEOs)
Motivational Equity Theory
I feel that my input (work) out weighs the output ($, benefits, fulfillment) De-motivation is proportional to
the perceived disparity between inputs and expected outputs.
Some people reduce their effort and are disgruntled, or are outwardly difficult, and even disruptive.
Motivational Development
Key to firm success is to ensure people are in a growth and developmental process and fairly compensated
Focus is on the development of skills, behaviors, and needed technical knowledge
There is measurable growth each year
Development of Motivated People
Partners/manager need to define the performance
factors that create consistency through a common performance
language
Coaching-Feedback
Feedback to Motivate(all feedback is positive)
Supportive: maintain strengths
Corrective: enhance your actions or skills
FEED THE FUTURE
Job-related Feedback
Motivational Factors of Feedback
SARA
People do not have to go through all 4 stages
Be SMART: Specific, Measurable, Action oriented, Realistic and Time bound
Smart Goals(Action Planner)
How to Give/Receive Praise and Reprimand to Motivate
State/Listen to the issues
Identify and focus on facts
Discuss resultsFocus on the employee
Listen without rebuttal
Why Praise and Reprimand
Why do you Praise?
Why do you Reprimand?
Workplace Motivation
Opportunity + desire + ability Identify what you want to accomplishBe realistic Identify your biases (likes & dislikes)Give yourself and others recognition
Workplace Motivation #2
Take actionHave courageCommunicate on the level of the listener
Answer what is in it for ME Identify the trade-offs
Leaders who Motivate
Development of Present and Future Leaders
Feedback as a developmental process to support individual growth.
What are you doing right:Catch them doing something rightTell them and Reward them (spot bonus or comp time)
Summary
Action Plan
What will you now do differently?
What actions can you maintain or enhance?
What actions can you change?
Challenge
Challenge yourselfTo be the best version of you.
Are you that best version NOW?