motivating yourself and others to communicate … yourself and others to communicate your cause...
TRANSCRIPT
Motivating Yourself and Others to Communicate Your Cause
IoFSW Spring Conference 2015
Dr Mark Hughes
Director, mch: positive impact
Outline for Session
3
1.Motivation at an Organisational Level
2.Motivation at an Interpersonal Level
Outline for Session
4
1.Motivation at an Organisational Level
2.Motivation at an Interpersonal Level
3.Communicating à la Mr Kipling
Motivation at an Organisational Level
6
Motivation depends on the organisation’s policies and remuneration structures
7
Research from as far back as 1968 suggests otherwise;
‘One More Time: How Do You Motivate
Employees?’ by Frederick Herzberg,
Harvard Business Review.
8
Demotivating factors
Motivating factors
Key Insight from Herzberg’s Work
The spectrum for motivation is not what you might think….
9
Lack of Motivating
Factors
Presence of Motivating
factors
Key Insight from Herzberg’s Work
…instead there are two spectrums at play:
Presence of Demotivating
Factors
Absence of Demotivating
factors
10
Lack of Motivating
Factors
Presence of Motivating
factors
Key Insight from Herzberg’s Work
Policies and salaries etc are important at preventing dissatisfaction….
Presence of Demotivating
Factors
Absence of Demotivating
factors
Key Factors: Policies Salaries
Working Conditions
11
Lack of Motivating
Factors
Presence of Motivating
factors
Key Insight from Herzberg’s Work
…but genuine motivators rely more on intrapersonal and interpersonal factors:
Presence of Demotivating
Factors
Absence of Demotivating
factors
Key Factors: Policies Salaries
Working Conditions
Key Factors: Achievement Recognition
The Work Itself Responsibility
12
Effectiveness, % of
respondents answering ‘extremely’ or ‘very effective’
Financial Incentives
Performance based bonus
Increase base salary
Non-Financial Incentives
Praise from immediate manager
Attention from leaders
Opportunities to lead
60
52
67
63
62
Source: Motivating People: Getting beyond money, McKinsey Quarterly, November 2009
Fast Forward 40 Years – Recent McKinsey Analysis
Financial and Non-Financial Motivations
13
Effectiveness, % of
respondents answering ‘extremely’ or ‘very effective’
Frequency of Use, %
of respondents answering ‘always’ or ‘most of the time’
Financial Incentives
Performance based bonus
Increase base salary
Non-Financial Incentives
Praise from immediate manager
Attention from leaders
Opportunities to lead
60
52
67
63
62
68
71
63
41
54
Source: Motivating People: Getting beyond money, McKinsey Quarterly, November 2009
Example from My Experience as a Chair – Negotiating a Senior Manager’s Contract
14
Position: “Money is important. I think my salary should stay at £X.”
Interests: “I loathe dealing with the finances and negotiations. I want to take ownership of the training.”
Example from My Experience as a Chair
15
Result: Senior Manager took a 7% pay cut and role was restructured so they now spend the bulk of their time doing what they are good at/like doing.
Outline for Session
16
1.Motivation at an Organisational Level
2.Motivation at an Interpersonal Level
3.Communicating à la Mr Kipling
Ingredients for Improving and Maintaining Motivation
D. H. Pink, ‘Drive, The Surprising Truth About What Motivates Us’, 2009
Ingredients for Improving and Maintaining Motivation
D. H. Pink, ‘Drive, The Surprising Truth About What Motivates Us’, 2009
INGREDIENTS
1. Having sufficient
control
Ingredients for Improving and Maintaining Motivation
D. H. Pink, ‘Drive, The Surprising Truth About What Motivates Us’, 2009
INGREDIENTS
1. Having sufficient
control
2. Being sufficiently
competent
Ingredients for Improving and Maintaining Motivation
D. H. Pink, ‘Drive, The Surprising Truth About What Motivates Us’, 2009
INGREDIENTS
1. Having sufficient
control
2. Being sufficiently
competent
3. Having needs
met/values being
aligned
Watch the
Video: https://www.youtube.com/watch?v=
u6XAPnuFjJc
Motivation and Zones of Being
26
Comfort
Stretch
Panic
Source: Tom Hech, International Association of Teamwork Facilitators and Karl Ronke
Motivation and Change – A Check List
29
People only embrace change when
they:
1.Know the reason for change
30
People only embrace change when
they:
1.Know the reason for change
2.Agree with the reason for the
change
Motivation and Change – A Check List
31
People only embrace change when
they:
1.Know the reason for change
2.Agree with the reason for the
change
3.Feel confident that they can
handle the change Ref: Victor Vroom’s Expectancy Theory
Motivation and Change – A Check List
Outline for Session
32
1.Motivation at an Organisational Level
2.Motivation at an Interpersonal Level
3.Communicating à la Mr Kipling
‘Ws’ to Bear in Mind in Relation to Communication
35
‘I keep six honest serving men
(They taught me all I knew);
Their names are
What and Why and When
And How and Where and
Who’
Rudyard Kipling
Financial and Non-Financial Motivations
37
Effectiveness, % of
respondents answering ‘extremely’ or ‘very effective’
Frequency of Use, %
of respondents answering ‘always’ or ‘most of the time’
Financial Incentives
Performance based bonus
Increase base salary
Non-Financial Incentives
Praise from
immediate manager
Attention from leaders
Opportunities to lead
60
52
67
63 62
68
71
63
41 54
Source: Motivating People: Getting beyond money, McKinsey Quarterly, November 2009
Alex Ferguson and the Hairdryer Treatment
“It feels like I’ve put my head in front of a BaByliss Turbo Power 2200. It’s horrible.” Wayne Rooney
Harvard Business School’s Analysis of Ferguson’s Approach
“…if anyone steps out of my control, that’s them
dead.”
Sir Alex Ferguson, Former Manchester
United Football Manager
“…if anyone steps out of my control, that’s them dead.”
“For a player - and for any human being -
there's nothing better than hearing 'well
done'. Those are the two best words ever invented in sports.”
Sir Alex Ferguson, Former Manchester
United Football Manager
Harvard Business School’s Analysis of Ferguson’s Approach
Feedback can be improved further by going beyond
just; ‘Well Done’.
Going One Better than Ferguson
Feel free to contact me for ideas on how you can do so:
You should be able to complete the following for every significant communication ‘event’
I want to [Insert Intention] my audience, so that they
will [Insert Objective].
You should be able to complete the following for every significant communication ‘event’
I want to [Insert Intention] my audience, so that they
will [Insert Objective].
What you want
You should be able to complete the following for every significant communication ‘event’
I want to [Insert Intention] my audience, so that they
will [Insert Objective].
What you want
A verb conveying how you will get what you want
You should be able to complete the following for every significant communication ‘event’
I want to equip my audience, so that they will
communicate better.
Keeping Communication Simple
“If you can't explain it to a six year old, you don't understand it yourself.”
― Albert Einstein
Keeping Communication Simple
“If you can't explain it to a six year old, you don't understand it yourself.”
― Albert Einstein
“One day I will find the right words, and they will be simple.” ― Jack Kerouac
Keeping Communication Simple
“If you can't explain it to a six year old, you don't understand it yourself.”
― Albert Einstein
“One day I will find the right words, and they will be simple.” ― Jack Kerouac
“Life is really simple, but we insist on making it complicated.” ― Confucius
“Manifest plainness, Embrace simplicity… Have few desires.”
― Lao Tzu
Keeping Communication Simple
“If you can't explain it to a six year old, you don't understand it yourself.”
― Albert Einstein
“One day I will find the right words, and they will be simple.” ― Jack Kerouac
“Life is really simple, but we insist on making it complicated.” ― Confucius
“Manifest plainness, Embrace simplicity… Have few desires.”
― Lao Tzu
“Simplicity is the ultimate sophistication.” ― Leonardo da Vinci
If it’s good enough for Aristotle it’s Good Enough for You!
56
Good Communication Requires:
Logos (Knowledge)
+
Ethos (Purpose)
+
Pathos (Passion)
62
‘Is the person in front of you the right person to
be communicating with?’
The ‘Who’ of Communication II
Aids to Following the Platinum Rule
69
Have you considered the personality of the person
you’re communicating with?
Aids to Following the Platinum Rule
70
Is the person you’re communicating with Visual (V),
Auditory (A) or Kinaesthetic (K)?
To take a VAK self-test go to: http://www.businessballs.com/vaklearningstylestest.htm
Being Mindful of Learning Styles when Working with Others
72
Research suggests that most of us have one or two dominant learning styles from the following four styles
• Like to take direct action/Primarily interested in the here and now • Think on their feet • Prefer short sessions and plenty of variety • Like opportunities to initiate, participate and have fun
• Like to think about things in detail before taking action • Like thorough preparation • Prefer to make decisions in their own time • Like to listen, observe and evaluate
• Like to learn based on proven concepts and models • Think analytically and logically • Prefer a sequential approach to problems • Like structure and logical presentation
• Like to see how things work • Think in practical terms • Prefer to see the relevance of their work/learning • Like activities to be real
tActivists
Reflectors
Theorists
Pragmatists
Based on Honey and Mumford Learning Styles Model
‘Ws’ to Bear in Mind in Relation to Communication
77
‘I keep six honest serving men
(They taught me all I knew);
Their names are
What and Why and When
And How and Where and
Who’
Rudyard Kipling
81
Thank You and All
the Best!
Dr Mark Hughes
mch: positive impact