Post on 31-Oct-2014
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Ali Anani
Building Engaged Teams
Change of Business Direc-tion • Scope and Needs of
Balancing Change and Stability• Description of the sub con-
tents
Teamwork Productivity• Engagement and Alignment
What motivates people to go to work?
What Is Motivation?
Motivation simply put, is the driving force to move to a certain goal
What Is Loss of Motivation?
Loss of motivation leads to the loss of the self-drive to act, loss
of energy and dominance of negative
thinking
Loss of motivation
root causes
Change
Negative experiences
Very
Low
Very
Hig
h
Profitability is largely driven by employees and their level of
motivation
External Drive
Internal Drive
Moving Away from Goal
Moving towards Goal
The stick
Here is the
carrot
I am not going to
do it
I am going to
do it
In a Team You May Have the Four Types
External Drive
Internal Drive
Moving Away from Goal
Moving towards Goal
Do, or else!
Do it and get a
bonus
I am not going to
do it
I am going to
do it
For organizations to be globally successful over the long term they need to better protect their worker assets from loss of motivation.
Identify your compass of motivators
Cash Motivation
Cash Superior
Cash Better
EqualNon-Cash Better
Non-Cash Superior
-200.00%
0.00%
200.00%Clusters profiles Cluster 1 Cluster 2 Cluster 3
Employee Engagement = Employee Ability * Employee Motivation * Employee Expectations for the Future
>
Exciting jobs
Rewarding jobs
Fun-filled jobs
Potential for learning and
growth
Safe jobs
Leaders Have the Needed Soft Skills
Maslow’s Hierarchy of Needs
D-Needs, Deficiency
needs
Physiological Needs(Food & Water)
Belongingness and Love
Safety & Security Needs
Cognitive Needs
Esteem Needs
Aesthetic Needs
Need for Self Actualization
B-needs, needs of being
The Balance Curve
Prevalence of negative feelings and loss of motivation. This accelerates disengagement
Work can stretch and motivate a
person to perform well up
to a level above the normal capacity but beyond that
can lead to fatigue and stress
Real Motivators
A satisfied need is not a source of motivationA need once satisfied no longer provides a source of motivation. What motivates is then the next higher order of need.
Identification of Training Needs
Cluster 1 weight (%)
Cluster 2 weight (%)
Cluster 3 weight (%)
Cluster 4 weight (%)
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
10.00%
45.00%
10.00%
35.00%
Clusters weights
Competence Motivation Job Fitness
-80.00%
-60.00%
-40.00%
-20.00%
0.00%
20.00%
40.00%
60.00%
Clusters profiles
Cluster 1 Cluster 2 Cluster 3 Cluster 4
Triad of Success
Competence
MotivationJob Fitness
Sweet Spot
A leader realizes that
having a common
vision and teamwork
will lead to goal
realization http://www.slideshare.net/abhishekshah/what-does-freedom-mean-to-you-13574920
Teams Success Factors
Alignment and Engagement
Owned Goals
Leadership
Encouragement
Recognition
Self-Esteem
Healthy Communication
Empowerment
Mutual Trust
DifferencesManagement
Process Control
Reaction to Changeand
Loss of Direction
Time
Engagement
Current State Transition Stages Desired State
Change Anticipation
Emotional Arousal
Re- engagedExploringDisengaged or Withdrawn
Rejection
I’m angryResistance
Anger
Sadness
Acceptance
Negative Positive
Relief
Demand
Liking
Loving
I’m furious
I hate you
I don’t stomach this
I enjoy sad
music
Fear
It is not easy liking tomatoes
EMOTION MAP
Teams Performance Changes over Time
Vision
Learning
Internal Processes
Customer
Stakeholders
The Balanced Scorecard
Factors in Teamwork Success
Engagement and Team Culture
Limiting Engagement Factors
Conditions for Keeping the Balanced Scorecard Balanced
An organization will have first to have a vision to direct employees to the same direction
If not, employees will go the direction of their choice
The organizational readiness to fulfill the expectations of its customers and stakeholders will have to abide by this direction
Conditions for Keeping the Balanced Scorecard Balanced- 2
Employees will follow the same direction if: The goal is clear and appealing to the
employees The employees believe that shall have more
grinding power than working individually. They believe they can attain the goal
Conditions for Keeping the Balanced Scorecard Balanced- 3
Failing to do that the employee will move away from the grand goal and a Brownian Organization results
The question is on how to change a Brownian-movement of an organi-zation into a more focused effort. This re-quires learning from previous experiences so as to visualize the desired future state(s).
An Inspirational Idea Culture is the bond that make people tolerant to
each other and it is a way of building trust among employees. It is the binding spring that transfers the movement of an employee to the next one so that emergent behaviors may result
Values and beliefs may prompt people to align to their committed goal; else move in a Brownian motion
In unhealthy culture people lose desirability to learn, create and motivate others.
The Feedback Effect Of Unhealthy Cul-ture
No Alignment
No Trust
No Communication
No Circulation of Information
Individualism
Brownian Motion
Trust EquationTrust is the sum of Credibility, Reliability and Intimacy, divided by self-interest. This means that that trust can become almost infinitely high when self-interest is very low.
Trust Equation
The combination of credibility, reliability and intimacy is critical. Neither works without the others, because trust requires all credibility, reliability and emotional connection. Consumers want to connect with humans.
Trust Equation Explained
C = CredibilityCredibility has to do with the words we speak (A lack of communication typically indicates leaders are hiding bad news)R = ReliabilityBy contrast, reliability has to do with actionsIntimacyIntimacy refers to the safety or security that we feel when entrusting someone with something.S = Self-InterestThis refers to selfishness and inability to get out of one’s own way (“what’s in it for me?”)
Leadership Surveys
A study, published in 1999 by Kenneth Kovach of George Mason University, compared associates' ranking of what they wanted from their jobs with what their bosses thought was important to the associates. The results of the study were somewhat surprising.
Do Not Assume; Measure
Interesting work
Appreciation of work
Feeling "in on things"
Job security
Good wages
Promotion/growth
Good working conditions
Personal loyalty
Tactful discipline
Sympathetic help with problems
0 2 4 6 8 10 12
Employers' RankingAssociates' Ranking