Building & Sustaining Morale Presented by: Bob Schout PowerSkills Training & Development, Inc.

Building & Sustaining MoralePresented by:

Bob SchoutPowerSkills Training & Development, Inc.

Definition of “Morale”

1: moral principles, teachings, or conduct2a : the mental and emotional condition (as of

enthusiasm, confidence, or loyalty) of an individual or group with regard to the function or tasks at hand

b : a sense of common purpose with respect to a group :ESPRIT DE CORPS

3: the level of individual psychological well-being based on such factors as a sense of purpose and confidence in the future

Key Morale-related issues

•Intrinsic issues and attitudes•Leadership, culture and climate•Environmental/group safety and security•Peer support and servant leadership•Buffering from external pressures

Section 1

©2006-2011. PowerSkills Training & Development, Inc./Robert J. Schout. All Rights Reserved. 5

• Pride

• Purpose

• Passion

• Performance

• Impact

• Importance

• Influence

Intrinsic/Extrinsic Motivation

Intrinsic:

• B.Y.U.I. (Builds you up inside)

• Long term effect• Offered -

Communicated Daily/Regularly

• Results in “Motivation”

Extrinsic:

• K.I.T.B. (Kick in the b***)• Short term effect• Contingent – Provisional

based on rewards & behaviors

• Results in “Movement”

Both are necessary and can be effective.

The questions become: which, when, what and why?

Attitudes may need to be adjusted…

Attitudes about…

Work Itself

Your Work

Your Self

Others

Life

©2006-2011. PowerSkills Training & Development, Inc./Robert J. Schout. All Rights Reserved.

We Create Our Own RealityWhat we hold in mind produces after its kind!

©2006-2011 PowerSkills Training & Development, Inc. All Rights Reserved. Contact: 505-986-9208 (email) [email protected]

Beliefs, Personal Truths &

Perceptions

Thoughts, Feelings &

Ideas

Attitudes, Assumptions

& Perceptions

Choices, Behaviors

& Strategies

Outcomes & Reactions The Creation

Cycle™

Where is your locus of control?

• Internal locus of control… “I have a part in this experience”, “what is, is…my peace, harmony and self-concept is not affected by the actions of others”, “I can be simultaneously self-confident and humble while in service to others.”

• External locus of control… “it’s not my fault”; “they cause me/make me feel…”, I need to focus on what I need”, “humility = weakness…I need to project strength and assuredness”

Your locus of control will, in part, determine your perception of accountability at work, at

home and in life, and whether you hold others accountable.

©2006-2011. PowerSkills Training & Development, Inc./Robert J. Schout. All Rights Reserved. 9

How do you see yourself?


10

Victim Survivor Controller Enlightened

Letting Defending Claiming/Empowered Peace-Maker

Things happen to me. I react or collapse.

Things happen to me. I protect.

Things don’t happen to me. I determine my experiences. I am

proactive.

What is, is. Things happen. They

don’t effect my habits or life. I go

with the flow.


Showing Up at, and as, our “Best”

Injecting with Motivation Infecting with Cynicism

11

Both Spread…

Section 2

The Leadership Star®

©2005-2011 PowerSkills Training & Development, Inc. & Robert J. Schout All rights reserved. Email: [email protected] Twitter@yourpowerskills Ph. 505-986-9208 www.yourpowerskills.com

ParadigmsLeadingLearningBeingOpportunitiesShared ResponsibilityPotential & Prosperity

Purpose , Passion

Philosophy

Presence•Perform as a Role Model•Proliferate Leadership R & R•Personal Styles•Power Sharing•Promote Culture of Cooperation•Positive Politics•Private Agendas•Pressure-HandlingPeople

•Practices for Leaders & Followers•Empowerment•Problem Solving•Promoting Standards & Expectations•Peer Support•Performance •Praise & Rewards

Plan•Vision & Mission•Project Planning•On-boarding•Growth Planning•Succession Planning•Strategic Planning•Process & Procedure•Change Planning

Principles•Philosophy & Principles •Ethical Practices•Value-Based Processes•Virtuous Actions

Spirit Servant

SituationalStrategic

Creating a culture & climate at work

Culture = mutually agreed upon behaviors and norms (e.g., appreciation, engagement, empowerment, service, etc.)

Climate = the collective attitude and atmosphere that exists


Section 3

What Motivates Employees?

#1 Good pay #1 Interesting work

#2 Job security #2 Appreciation #3 Promotion/growth #3 Being “in on

things”

5-3

Managers Said: Employees Said:

Maslow’s Hierarchy of Needs

SECONDARYNEEDS

Self-ActualizationEsteemSocial

PRIMARY NEEDS

SecurityPhysiological

5-5

Physiological

Security

Social

Esteem

S-A Sense of Purpose – Mission

Sense of Impact – Ownership

Sense of Belonging (team inclusion)

Sense of Safety (emotional/psychological)

Sense of Survival (job security)

SECONDARYNEEDS


PRIMARY NEEDS


Herzberg’s Motivators

Herzberg’s Hygiene Factors

Maslow’s Hierarchy

Linking Maslow and HerzbergLinking Maslow and Herzberg

5-6

Herzberg’s Two-Factor Theory

• Organizational policy/ procedures

• Salary and benefits

• Work conditions

• Impact of job requirements onlifestyle

• Quality of supervision

Hygiene Factors Motivators (Prevent Dissatisfaction) (Increase Satisfaction)

• Achievement

• Praise and recognition

• Interesting, challenging work

• Responsibility for new tasks and duties; accountability

• Growth and advancement

5-7

SECONDARYNEEDS


PRIMARY NEEDS


Herzberg’s Motivators

Herzberg’s Hygiene Factors

Maslow’s Hierarchy

Intrinsic Motivation

Motivation stems from a sense of accomplishment and enjoyment in doing the work

Intrinsic Motivation

Theory

5-8

Section 4

Impacts of Positivism and CynicismPositivism1. Creates an eagerness (re: job duties and

exchanges; increases productivity – relations – morale – work completion – professional contentment); more productive and better decision-making; good attitudes and atmosphere

2. Concentrated effort at equality and fairness related to public recognition, promotions; offer spot awards / pats on the back; fair workload mgt; employee recognition; offer balanced – constructive feedback and transparent communication

3. Job satisfaction; increased productivity and a fun place to work; goal achievement

4. Personal growth in daily practice; increased level of response; team work/retreats; employee participation in some decision-making

Cynicism1a. Reluctance, decreased motivation

destroys loyalty and desire to do good work; makes you want to be cynical too; bad attitudes of others spoil your day

1b. Voiced-doubts can be constructive IF questioning is meant to promote change and IF the doubter is willing to be part of the change…not just giving a cynical voice to it

2. Gossip/Group discussion; people get away with cynical attitudes; others become less attentive

3. Power/Dominance; “I can get away with it”; Visiting other cynics; being cynical gives cynics “proof” that they were “right” when things go wrong

4. Going out of your way to interact; be a “happy” person and comfortable with who you are; confront and respond; get out of your safety/comfort zone and into your learning/leading zone without going into your panic zone

Programs & processes for peer support

Peer Mentoring: career/life guidance provided vis-à-vis experience, expertise , advise or reflection; universal application

Peer Coaching: workplace situational guidance and support related to professional/technical areas of need

Peer Teaching: the transfer of competencies for the purposes of building the current capabilities or long term capacity of individuals or groups

Peer Feedback: provision of balanced constructive feedback individually or in group, using a variety of structured methods/tools. Feedback is relevant to technical or professional behaviors.

Peer Supervision: project or task-specific, time-limited authority to direct, guide or coordinate a peer’s initiatives sometimes with the ability to provide feedback or have a voice in assessment (e.g., 360) but without the authority of evaluation or appraisal

Peer Evaluation: critique of knowledge, skills and abilities related to leadership, team work or task completion; perspectives are used as ‘voices’ in annual appraisal processes

Peer Motivation: inspirational support of self and others, to develop, maintain or increase a sense of value in one’s self, one’s work and one’s peer group


Buffering Employees from External Forces

Media Messages

Political Pressures

Serial Pessimists

Budgetary Changes

Principles for Motivation

•Break the Golden Rule•Spend Time with Your Best Performers •Build on Strengths, Manage Weaknesses

•Involve Employees•Recognize Performance•Get Employees “In the Zone”•Look in the Mirror

5-10

For More Information Contact:

Bob SchoutPowerSkills Training & Development, Inc.

www.yourpowerskills.com

[email protected]

Ph. 505-986-9208 or 619-517-6299

Twitter@yourpowerskills

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Building & Sustaining Morale Presented by: Bob Schout PowerSkills Training & Development, Inc.

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