motivating yourself and others ppt

1Nuclear Medicine Professional Development

Whats In It For Me?

Motivating Yourself And Others

The presenter should offer this program at a chapter meeting or a department meeting. The participants in attendance should be employees and their managers.

2Motivating Yourself And Others

Objectives:To learn the basic elements of

motivationTo understand the ways to motivate

yourselfTo identify ways of motivating

others

The objectives of this presentation are to provide the participants with an understanding of motivation and how various techniques can be used to motivate self and others.

3Motivating Yourself And Others

Outline:What is Motivation?Hierarchy of NeedsMotivation in the WorkplaceInternal and External MotivatorsMeeting Needs at Work

The outline represents the topics that will be discussed during the presentation.

4What is Motivation?

Motivation is defined as something (as a need or desire) that causes a person to act.Motivation is driven by a series of

needs and desires.Behaviors and actions are needed to

reach the ultimate goal.

The Merriam-Webster Dictionary. Springfield, MA: Merriam-Webster, Incorporated, 1998.

Motivation is the inner drive that compels someone to act until the goal is attained. The more someone wants, the more that individual must work to get it and satisfy the need.

5What is Motivation?

It is driven by a series of needs and desiresThe higher the need, the greater the level of

change in behaviors and actions are required It cannot be taught but must be an inherent

drive self-propelled by the needIt can be measured - in the achievement of

the ultimate goal

Imundo, L. The Effective Supervisors Handbook. New York, NY: Amacom, 1991.

Self-motivation cannot be taught and an individual cannot learn it from reading our of a book. Self-motivation is inherent to ones human spirit to achieve. Since the beginning of mankind, to attain even the basic needs in life, one had to work to survive, protect, and live.

6What is Motivation?In the workplace, motivation is referred to as

the carrot and stick phenomenon.The goal is in sight - the drive is needed to

reach the carrot.Motivation is at its highest point when results

occur and rewards follow.

Needs Actions Goals

Imundo, L. The Effective Supervisors Handbook. New York, NY: Amacom, 1991.

In the workplace, motivation is known as the carrot and stick phenomenon. If the goal is at arms length and foreseeable, then inner drive and motivation should initiate that urge to achieve. Motivation is the fuel that allows scientists to experiment until the great discovery occurs. It drives inventors to persist until a final product is introduced. It should be the drive that keeps all of you here today to persist in achieving more in your careers to reach even higher goals in life.

In the process flow described, the needs are the wants and desires we have. The actions usually involves work and the goal is the reward or the pot of gold at the end of the rainbow.

7Hierarchy Of Needs

Developed by Abraham Maslow in the 1950s as a means of studying human behaviors.

Premise: To achieve the basic needs in life, behaviors and actions are needed to reach the goal.

Heller, R. Motivating People. New York, NY: DK Publishing, Inc., 1998.

Abraham Maslow was a psychologist in the 1950s who was known as the father of positive thinking and optimism in the study of human nature. He believed that all individuals have needs and, once achieved, human nature dictates that those individuals want more. The needs follow a pattern and that pattern in most cases follows the progression of human nature.

8Hierarchy Of Needs

Physiological NeedsFood, water, warmth, shelter

Safety NeedsA sense of security; absence of fear

Social NeedsInteraction with others; friends

Esteem NeedsWell regarded by others;

appreciated

Self-ActualizationRealizing individualpotential; achieving


The most basic of needs is for food and water. Once that is obtained, shelter and safety comes next. After that, a sense of belonging with friends. Then, the need to feel special and wanted. Finally, the sense of accomplishment in self-actualization in which an individual feels there is nothing more to prove to himself but has need to want to contribute more to society.

9Hierarchy Of Needs

As each level is achieved, a higher level of esteem is reached.At self-actualization, there is no longer

a need to prove oneself but a need for meaning and purpose in lifeReaching full potential should instill

motivation for more rewards


All of us here today are demonstrating the level of self-actualization. We have attained a position in life through our careers and are in the process of life-long learning which will further our knowledge and hopefully help us to progress further in our careers.

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Motivation In The Workplace

Work is a means of reaching self-actualization

Actions lead to achievement of goals

Work can result in goal attainment through job satisfaction to promotion to pay raise to bonus

Work allows us to be part of a community where we share common goals through a common thread - our work. By being part of a work community, individuals motivate each other. In the healthcare profession, motivation may come in the form of giving that extra level of care and attention to a patient. In a community we motivate each other to have pride in what we are doing and achieving the most that we are able to do.

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Some methods to motivate yourself in achieve more at work include:attend courses to improve

competencieslearn new proceduresask to be mentored by a managernetwork with other professionals

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Consider the athlete who turns professional - how hard did he work to reach his dream?

How does this apply to you as you further your career?

An athlete trains hard with the goal of becoming a professional athlete. Once there, the ultimate goals are attained - a position on a pro team, a big salary and bonuses through endorsements. To fulfil that esteem level, athletes receive a tremendous amount of notoriety which leads to that level of self-actualization.

How does this apply in your career?

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Internal and External Motivators

Internal Motivators - internal drivers that instill action for inner satisfactionExample: the need to work for quality of

life

External Motivators - external drivers that influence internal motivesExample: the need to work for more moneyWhitmore, J. Coaching For Performance: Growing People, Performance and Purpose.

London, UK: Nicholas Brealey Publishing, 2002.

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Exercise #1: Provide 2 examples of both internal and external motivators that drive you in your career.

Internal: _________________________________________________________________________________________________________________________________________External: ________________________________________________________________________________________________________________________________________

The presenter should allow a few moments for the participants to complete this exercise.

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A study conducted by Dr. Gerald Graham at Wichita State University of 1500 employees of the 5 top motivators:personal thanks from managerwritten thanks from managerpromotion for performancepublic praisemorale-building meetings

Nelson, B. Motivating Todays Employees. Successories, Inc., 1996.

In most cases, money is not the ultimate external motivator. The simple things can be just as important. In the early 1990s, Dr. Gerald Graham conducted a study with 1500 random employees and asked them what they considered to be the top 5 motivators in their jobs. As you can see from his findings, monetary motivators were not on the list.

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Dr. Graham found a definite lack of external motivators in the workplace:58% seldom received personal thanks from their

manager76% seldom received written thanks from their manager78% seldom received promotions81% seldom received public praise92% seldom participated in morale-building meetings


Dr. Graham found that managers fail to dole out external motivators routinely in the workplace and this may lead to levels of demotivation with employees.

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Dr. Grahams conclusions:external motivators must be manager

initiated based on the employees performancetechniques that have the greatest

motivational impact are practiced the least even though they are easier and less expensive to use


Dr. Graham concluded that even though employees are responsible for their own internal level of motivation, managers must provide additional drive and energy that will encourage employees to want to achieve more. As noted, the best motivators can be the simplest and least expensive ones to give.

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Meeting Needs At Work

Motivation is difficult to manageManagers should realize that

employees are motivated to serve their own interestsManagers need to create the right

environment for employee growthIn many cases, external motivators are

at the discretion of the manager

In todays economy and working environment, workers know that more is being asked of them. The saying more with less is a harsh reality. Rewards for hard work do not always appear as more money. Managers need to create the right environment for their employees to achieve and find opportunities for them to grow and be satisfied.

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To uncover the needs of each employee, a manager should: understand what rewards turn employees on and

offidentify the employees strengths and weaknessesidentify the employees interests and dislikesunderstand the personality traits of each

employee

Whitmore, J. Coaching For Performance: Growing People, Performance and Purpose. London, UK: Nicholas Brealey Publishing, 2002.

Before a manager can motivate his staff, he must take the time to know his employees. Know what makes them respond to motivation, know their interests, know their strengths and weaknesses and know how employees will react to various rewards. Above all, a manager must adjust his behavior when interacting with each employee.

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Managers should create an environment for employees to reach full potentialManagers should be proactive and

positive - recognize the performance and apply praiseA simple thank you and good job

goes a long way to motivate employeesImundo, L. The Effective Supervisors Handbook. New York, NY: Amacom, 1991.

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Exercise #2: As a manager, identify 3 non-financial ways to motivate your staff.1. _______________________________________________________________________________________________________________________________________________________________2. _______________________________________________________________________________________________________________________________________________________________

The presenter should allow a few moments for the participants to complete the exercise.

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SummarySatisfied needs do not motivateUnsatisfied needs motivate the human

spirit to be:recognizedacceptedvalidatedappreciated

Encourage participants to go back and talk to their managers to learn ways of furthering their careers and staying motivated in the workplace. Again, if the manager does not know how to help, the help will not be there. Keep lines of communication open.

motivating yourself and others ppt

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