The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Leadership DevelopmentProgramme

Seminar 3

www.leadership.thesolutionorganisation.com

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Presenters today

• Brad Bamfield– 07803 133110– b.bamfield@thesolutionorgainisation.

com

• Patrick Sullivan– 020 8241 0166– p.sullivan@thesolutionorganisation.co

m

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Today• Welcome

• Review issues from last Seminar

• Motivation

• Leadership styles

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Review of practical exercise

• Report to group– Describe issues identified– Present mind map– Key issues– New thinking? Solutions?– Revisit and revise your OGSMs, if required – Stakeholder Analysis process for the OGSMs– Communications Plan for OGSMs

• The team will review, and offer help

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Motivation

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Motivate: to give a motive to.

• Motive

• That which incites to action

• That which determines the choice or moves the will

• Motive power

• The power or force acting on a body to move it

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Ingredients for self-motivation

• challenging, satisfying work

• clear responsibilities and objectives

• responsibility which matches capability

• to feel developing in experience and capability

• genuine control of delegated areas

• perceived contribution to “bigger picture”

• recognition for achievements

• comfort with the organisation’s values, ethics & aspirations

• ‘at one’ with self

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Herzberg’s Satisfiers and Dis-satisfiers

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The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Maslow’s Hierarchy of Needs

Self Esteem (Ego)Self Respect & Respect for others

Autonomy/ResponsibilityAppreciation/recognition

Achievement – Knowledge - Status

SafetyProtection from danger, threat, deprivation

Security

PhysiologicalFood, drink, air, warmth, sleep,

Shelter, sex, excretion

SocialSense of belonging

Giving friendshipReceiving friendship

Social activities

Self RealisationGrowth

Personal DevelopmentAccomplishmentTalents fully used

Creativity

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

• Need for achievement or results

• Need for affiliation or people

• Need for power or influence

McClelland

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Hawthorne Experiments

• G E, the major manufacturer of light bulbs,

• Evidence that better lighting improved productivity

• Wanted to validate these findings• GE funded the Research • An impartial study. AT&T's Western

Electric Hawthorne plant• Beginning in 1924 and ending in 1932.

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Illumination Studies, 1924 -1927

• The earliest experiment by the NRC with MIT. • NRC abandoned the project 1927.• Relationship between light intensity and worker

efficiency. • Greater illumination would yield higher

productivity?. • “Control” and “experimental” groups of female

employees • Compared changes in productivity by

manipulating lighting

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

No simple relationship

• Poor lighting & better lighting seemed in increase productivity.

• Pretended to increase lighting & the workers reported higher satisfaction.

• Conclusion; behaviour is not merely physiological but also psychological.

• The Scientific Management school saw work productivity as “mechanical”

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

The reasons for increased worker productivity

– that the researchers interacted with the female employees;

– this was first time any one had shown an interest in the workers.

– the workers were trying to please the researchers

• researcher corrupting an experiment by his presence = “The Hawthorne effect”.

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Relay Assembly Test Room Experiments, 1927-1929

• An experimental group was established of five women

• The experiments involved the manipulation of a number of factors,

• to include pay incentives, • length of workday and workweek,• use of rest periods, ( impact on

productivity and fatigue). • Result = little effect on productivity,

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Mica-Splitting Test group, 1928 – 1930

• Disturbed by the inconclusive evidence a second experiment was conducted

• The workers’ piece wages were held constant while work conditions were varied.

• Productivity increased by about 15%. • The researchers concluded that productivity

was affected by non-pay considerations

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Plant-wide Interview program, 1928-1931

• From 1928 to 1930, 21,000 employees interviewed.

• Work improved when supervisors began to pay attention to employees,

• Work takes place in a social context in which work

• Non-work considerations are important, norms and groups matter to workers.

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Bank Wiring Observation group, 1931-1932

• 14 male workers assigned to the Bank Wiring factory.

• Study of the dynamics of the group when incentive pay was introduced.

• The finding was that nothing happened! • The work group had established a work

“norm” • A shared expectation of how much work

should be done in a day

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

The conclusion:

• Informal groups operate in the work environment to manage behaviour.

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Motivation – A new fad?

“It is immoral to misuse people, under-use them and abuse them but it is highly moral to call forth and make use of the talents that are in people. It is also certain that people will not use their gifts to the benefit of the organisation unless they are treated as people with all the needs that people have.”

(St. Thomas Aquinas, 13th Century)

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Deliver Motivation

• Level of wages• Training• CPD• Pride • Feeling of ownership• Share options• Suggestion schemes• Boutique benefits

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Exercise 1

Your own motivators

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Questionnaire Scoring

• Second digit is that on the Maslow slide• 1 Physiological Comfort• 2 Safety • 3 Social Fulfilment (Love/Belonging) • 4 Self Esteem (Satisfaction of the Ego)• 5 Self Realisation (Self Actualisation)• As only 10 are chosen take the number falling into

the category X 10 to get the percentage.•  Example if 3 are in category 2 (Safety), 30% of

your needs are for safety

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Exercise 2

Your own business

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Fallacies

• Money is an effective motivator

• Motivation = Productivity

• Managers can motivate

• Happy employees are productive employees

• Motivators are universal

• Disincentives can be used to aid in motivation

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Fallacies - 2

• A leader doesn’t have to be personally motivated to have a motivated staff

• I’ll see if my employees are motivated

• Middle management is responsible for maintaining a motivated staff

• If 3/4 of my staff are motivated I have nothing to worry about

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Leadership styles

• There are more theories about Leadership Style than any other branch of management.

• Many say the same thing in different ways

• However, it is an important, perhaps, the most important contributor to your profit

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Leadership

• Exercise 1

• Complete questionnaire for yourself

• Score

• Review

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Leadership

• Exercise 2

• Complete questionnaire for your partner

• Score

• Combine results

• Review

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Objectivity

• Greatest leadership skill

• See big picture

• Define your Objectives

• Accept you do not know it all

• Appreciate what you have

• Design & Build for the future

• Communicate well

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Where is all this taking me?

• OGSMs• Stakeholder analysis• Stakeholder communications• Hierarchies• Strategic planning• Motivation• Leadership styles• Objectivity• Mind mapping

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Action Plan

• 3 simple things

• To do now

• To do differently

• SMART

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Summary of Seminar 3

• Review issues

• Motivation

• Tricks

• Leadership matrix

• Communications

• Simple action plans

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Feedback

• What major conclusion did you draw from today's session?

• What major questions remain in your mind?

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Seminar 4 exercise• Think about the tools & techniques so far• In your own Organisation look at your managers

(not yourself)• Analyse each member of staff for leadership style

& 3 motivational factors• Identify your own leadership style and 3

motivational factors• Leadership matrix self and staff• How do staff see this? The same way?• Action plan or next steps from learning• Be prepared to make a 5 minute presentation on

your business and what your issues are• The team will review, and offer help

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Seminar 4

• Envisioning

• Triple loop learning

• Situational leadership

• Interviewing – hidden values

• Team working

• Change processes

• Understanding and working with Risk

The Solution OrganisationTo build the solution, first define the problem

The Solution OrganisationTo build the solution, first define the problem

Next meeting

• We hope you have enjoyed today

• We also hope you have learnt something useful

• Please complete feedback forms

• Next seminar

• CitiLodge Hotel Wollaton Street

• 12th July 1pm to 5 pm