kb_11_30_2012

8/10/2019 kb_11_30_2012

1/41

2012 The Ken Blanchard Companies, Susan Fowler, David Facer, and Drea Zigarmi. All rights reserved. Do not duplicate Item # EL0726 V082112 1

Motivation as a skill: Strategies for

managers and employees

2012 The Ken Blanchard Companies, Susan Fowler, David Facer, and Drea Zigarmi. All rights reserved. Do not duplicate Item # EL0726 V051112

Presented by

David Facer, PhD

Consulting Partner, Author

Legal Notice: These slides are being provided to support your participation in the

online seminar which took place on November 28, 2012 and represent the

proprietary intellectual property of The Ken Blanchard Companies. They are

protected under international copyright law and cannot be resold, rented, loaned,

or circulated to any third party. Additionally, they may not be duplicated or

reproduced, stored in a retrieval system, or transmitted in any form or by any

means, electronic, mechanical, photocopying, recording, or otherwise without the

expressed written consent of The Ken Blanchard Companies.
http://localhost/var/www/apps/conversion/tmp/scratch_10/Links/ClipSelector.ppsxhttp://localhost/var/www/apps/conversion/tmp/scratch_10/FilesForLinksInPPT/Modeleb.pps

8/10/2019 kb_11_30_2012

2/41


Motivation at Work at All Levels

Management

Individual

Organizational

Systems and Strategy
http://localhost/var/www/apps/conversion/tmp/scratch_10/Links/ClipSelector.ppsxhttp://localhost/var/www/apps/conversion/tmp/scratch_10/FilesForLinksInPPT/Modeleb.ppshttp://localhost/var/www/apps/conversion/tmp/scratch_10/Links/ClipSelector.ppsxhttp://localhost/var/www/apps/conversion/tmp/scratch_10/FilesForLinksInPPT/Modeleb.pps

8/10/2019 kb_11_30_2012

3/41


When you think about the objectives

and goals your team, department, or

organization is responsible for in the

next 1224 months, as managers, what

do we want from employees?

8/10/2019 kb_11_30_2012

4/41


We Want Productive Employees.

As Executives,

We are Really Clear

About

8/10/2019 kb_11_30_2012

5/41


The Focus of Traditional Motivation

Ends Results

Means Performance

Engagement

Extra Effort

Initiative

Accountability

Buy-In

Incentives

More, More, More

8/10/2019 kb_11_30_2012

6/41


Blanchard Research Shows We Want

Employees to

Performat anabove-average

level

Operate asorganization

citizens

Usediscretionary

effort onbehalf of the

organization

Stay with theorganization

Endorse theorganization

and its

leadership

8/10/2019 kb_11_30_2012

7/41 2012 The Ken Blanchard Companies, Susan Fowler, David Facer, and Drea Zigarmi. All rights reserved. Do not duplicate Item # EL0726 V082112 7

How You Attempt to Get Performance

Depends onHow You SeeEmployees

8/10/2019 kb_11_30_2012


How You Attempt to Get Performance

Depends onHow You SeeEmployees

8/10/2019 kb_11_30_2012


Myths of Traditional

Motivation

You are either motivated

or you are not.

All motivation is good.

The main issue is howmuch you have.

More is better.

Xmas

8/10/2019 kb_11_30_2012


Traditional Motivation

in Real Life

8/10/2019 kb_11_30_2012

11/41

8/10/2019 kb_11_30_2012


WHY

?

Kovch

HOW

8/10/2019 kb_11_30_2012


Our Traditional Beliefsabout Business

Its not personal, its

just________.

The only reason

business exists is to

____ _____.

How do we hold people

___________?

In the end, the only thing

that matters is_______.

If you cannot measure it,

__ ______ ______.

All we need to do is getthe right people__ ___

___, and the wrong

people___ ___ ___.

8/10/2019 kb_11_30_2012


Our Traditional Beliefsabout Business

Its not personal, its

just BUSINESS.

The only reason

business exists is to

MAKE MONEY.

How do we hold people

ACCOUNTABLE?

In the end, the only thing

that matters is RESULTS.

If you cannot measure it,

IT DOESNT MATTER.

All we need to do is getthe right people ON THE

BUS, and the wrong

people OFF THE BUS.

8/10/2019 kb_11_30_2012


And Yet

8/10/2019 kb_11_30_2012


You felt passionate about your

job and your work.

Remember Backto a Time When

What behaviors did you exhibit toward your

everyday tasks and goals? Your coworkers?

How did you feel and think about the organization?

8/10/2019 kb_11_30_2012

17/41


Could We Become More Articulate

about

What We

Want for

Employees?

8/10/2019 kb_11_30_2012

18/41


Recall Your Worst Boss

and a Demotivating Work

Environment from the Past

8/10/2019 kb_11_30_2012

19/41


____________

Relied oncommand andcontrol style

Overused

her/his powerand authority

Insisted thatbusiness andwork beimpersonal

____________

Spoke negativelyabout self and/orothers

Overemphasized

individualism

Promotedrelentless mantraof productivity andresults

____________

Had narrow,tunnel vision

Acted as judgeand jury

Focused only atmicrolevel

8/10/2019 kb_11_30_2012

20/41

8/10/2019 kb_11_30_2012

21/41


HOW

WHY?

Autonomy

Relatedness

Competence

8/10/2019 kb_11_30_2012

22/41


Undermining Leader Behaviors

Autonomy

Rely oncommand andcontrol style

Overuse powerand authority

Insist thatbusiness andwork be

impersonal

Relatedness

Speaknegatively aboutself and/or

others

Overemphasizeindividualism

Promoterelentless

mantra ofproductivity andresults

Competence

Have narrow,tunnel vision

Act as judgeand jury

Focus only atmicrolevel

Now consider the impact of these behaviors

Uh oh. Do Ido some of

these things?

8/10/2019 kb_11_30_2012

23/41


Poll Question

Which of these behaviors doyou most want / need toeliminate?a. Use command and control

b. Rely on your power and authority

c. Insist that business and work beimpersonal

d. Be negative about self and/or others

e. Overemphasize individualism

f. Promote relentless mantra ofproductivity and results

g. Have narrow tunnel vision

h. Act as judge and jury

i. Focus only at micro-level

8/10/2019 kb_11_30_2012

24/41


Recall Your Best Boss and the Best Work

Environment from the Past

8/10/2019 kb_11_30_2012

25/41


___________

Exploredinterest andinvited choice

Provided

rationale andinformationalfeedback

Showedempathy and

caring

____________

Deepenedinterpersonalopenness andappreciation

Fostered alignedor integratedidentity with group

Demonstratedcommitment to

mutual purpose

___________

Stimulatedinitiative andcreativity

Fostered

increasedconfidence

Emphasizedcontinuallearning

8/10/2019 kb_11_30_2012

26/41


The Nature of Optimal Motivation

8/10/2019 kb_11_30_2012

27/41



8/10/2019 kb_11_30_2012

28/41



8/10/2019 kb_11_30_2012

29/41

8/10/2019 kb_11_30_2012

30/41


Poll Question: Optimal Motivation Best Practices

Which leadership skills do you

want / need to further embrace?a. Explore Interest and Invite choice

b. Provide rationale and informational

feedback

c. Show empathy and caring

d. Deepen interpersonal openness and

appreciation

e. Foster aligned or integrated identity with

group

f. Demonstrate commitment to mutual

purpose

g. Stimulate initiative and creativity

h. Foster increased confidence

i. Emphasize continual learning

8/10/2019 kb_11_30_2012

31/41


The Paradigm of Optimal Motivation

Motivation is a skillYou can learn

to createa high-quality motivational outlook

on any task, goal, or situation

anywhere,

anytime you want.

8/10/2019 kb_11_30_2012

32/41


A Leader cannotMotivate someone

else.

But, a leader can

foster a work

environment inwhich Optimal

Motivation is

experienced by

most employees

most of the time.

8/10/2019 kb_11_30_2012

33/41

8/10/2019 kb_11_30_2012

34/41


Three Effective Leadership Actionsfor Activating Optimal Motivation

with Others

1. Conduct Motivational Outlook

Conversations

2. Use Optimal Motivation bestpractices and eliminate A-R-C

undermining practices

3. Lead and coach with thelanguage of Optimal Motivation

8/10/2019 kb_11_30_2012

35/41

8/10/2019 kb_11_30_2012

36/41


Optimal Motivation

stimulates positive outcomes

Generate 37% greater sales

Experience 31% higher productivity

Demonstrate 3 times more creativity

Are 10 times more engaged by their jobs

Are 3 times more satisfied with their jobs

Are 40% more likely to receive apromotion within a year

Results from frequency of positivemoment-to-moment interactions

Statistics fromWellbeing: The Five Essential Elementsby Tom Rath and

James K. Harter and Positive Intelligence by Shawn Achor (Harvard Business

Review, January/February, 2012).

8/10/2019 kb_11_30_2012

37/41


The Promise of

Optimal Motivation

8/10/2019 kb_11_30_2012

38/41


Poll Question: What additional resourceswould be interesting / helpful to you?

a. More on practicalimplementation of new

motivational science at

your organization

b. Blanchard research andwhite papers

c. Information on upcoming

Blanchard events

d. Information on keynotes

and other Blanchard

offerings

8/10/2019 kb_11_30_2012

39/41


Dr. David FacerAuthor, Consulting Partner

The Ken Blanchard Companies

David WittProgram Director

The Ken Blanchard Companies

Questions & Answers

8/10/2019 kb_11_30_2012

40/41


To Learn More

To learn how The Ken Blanchard

Companies can help you bring these

new skills into your organization, please

contact us at:

800-728-6000

www.kenblanchard.com

[email protected]

8/10/2019 kb_11_30_2012

41/41

Additional Resources

Motivation MisunderstandingArticle in Training Magazine, July 2012http://trainingmag.com/content/motivation-misunderstanding.

Optimal MotivationArticle in Training Journal, March, 2012.Available as PDF.

Situational Self Leadershipand the One MinuteManagerKen Blanchard, Susan Fowler, andLaurence Hawkins

Continue the conversationwww.leaderchat.org
http://trainingmag.com/content/motivation-misunderstandinghttp://trainingmag.com/content/motivation-misunderstandinghttp://trainingmag.com/content/motivation-misunderstandinghttp://trainingmag.com/content/motivation-misunderstandinghttp://trainingmag.com/content/motivation-misunderstandinghttp://localhost/var/www/apps/conversion/tmp/scratch_10/Links/ClipSelector.ppsxhttp://localhost/var/www/apps/conversion/tmp/scratch_10/FilesForLinksInPPT/Modeleb.pps

Date post:	02-Jun-2018
Category:	Documents
Upload:	cane-cirpo
View:	214 times
Download:	0 times

kb_11_30_2012

Documents