Motivation and influence in your company\'s culture

1. Creating Culture Chemistry
Managing the Hidden Dynamics that
Can Make or Break Your Success
Presented By:
Ellen L. Moran, Ph.D.

2. What’s Your Experience?
We need someone who is more...
Proactive
Strategic
Process oriented
Innovative
Customer focused

3. Success!
We’ve found the right person!
He’s what we need…
• He can shake things up
• Get us on the right track
• He’s already delivering the
right messages

4. The Problem...
People don’t seem to be listening...
Complaints about his style...
He thinks things are
worse than we told
him...

5. Six Months Later
This is
concerning…

6. One Year Later
What did we miss?

7. Consequences
 Hire someone more like the culture
 Give up on culture change
 Cynicism regarding leadership
 Potentially unnecessary career
failure
 Reduced confidence in choosing the
right person

8. Who has seen this movie before?
Can you share a
brief story?

9. What went wrong?
• There was a key pattern (and
language) mismatch
• Good intentions, ineffective
impact
• Everyone is frustrated, but
not sure why it happened or
what to do about it (below
conscious disconnect)

10. What’s the solution? Our Agenda
• Become aware of the power of
patterns
• Discover some of our own
• Apply this awareness
• Connect and influence the
culture

11. Patterns = Meta Programs
What I Criteria
decide
• Direct our attention and
Motivation
What I
prefer...
thought processes
• Describe characteristics of
thinking, motivation and
behavior
• Influence our experiences
• Patterns can make us
effective or ineffective
depending on the contexts

12. Criteria – What do you want in...X?
What are Criteria?
• Things that are important
to us
• Personal labels for values
• Words that incite
What’s important to you in a car?

13. Criteria – What do you want in...X?
What are Criteria?
• Hot buttons
• Can be positive or negative
• Composed of many
elements, conscious and
(mostly) unconscious

14. Examples
Love =
Make me laugh Be on time Spend time together
Innovative =
New Automated Novel

15. Specific Criteria
Challenge Competence
Recognition Ease
Success Freedom

16. Specific Contexts
Vacations Relationships
Interviews Culture

17. Primary Criteria Questions
• What do you want (in context
– a job, a relationship, a
particular thing, etc)?
• Why is that important?

18. Discover yours
• Use your work sheet
• Consider your current job
role or the one you want
• Write down your answer to
the criteria questions

19. Uses for Criteria
• Decision making
• Job competencies
• Interviewing
• Decoding the culture
• Sales & Marketing
• Customer Service
• Team Dynamics

20. The Power of Criteria
If there is no time
for any other
discover y
• Probe and understand
others’ criteria
• Many other patterns
emerge from criteria

21. Motivation Pattern
Motivation Source – Internal/External
Internal External

22. Discover Your Pattern
U s e yo u r wo r ks h e e t
Wr i te yo u r a n swe r to t h e
q u e st i o n …
H ow d o yo u k n ow yo u ’ve d o n e
a go o d j o b at b e i n g … ( yo u r
ro l e ) ?

23. Internal Positives
• Evaluate things on the basis of what
they think is appropriate
• Provide their own motivation and
make their own decisions
• Decide about what they want to do
and how they are doing

24. Internal Negatives
• Have difficulty accepting other people's
direction and feedback
• May reject important feedback
• May be seen as distant, arrogant
or uncaring.

25. When Both Parties are Internal...
Both sides believe:
• The other is wrong or
mistaken
• Their motives are
questionable
• Both sides have difficulty
listening to reach
resolution

26. Company Culture
• Listen carefully and respectfully to their
criteria and past successes
How can • Dig deeper to be sure you understand
you apply • Do not imply you know more, have the
answer or are imposing your standard
this now? • Assume they are internal until you see
signs they are looking for guidance

27. Other Patterns Can Be Important
General
Options
• Achieve a goal or solve problems
• Explore options or follow correct process
Change
Proactive
• Take proactive measures or think through
issues first
• Change, evolve or hold on to what’s
working
• Tolerate difference or hold the line on
standards
• Stay focused on the big picture or pay
attention to the details
• And more….

28. Summary
Strong internal pattern leads to disconnects and
conflict
Connect with criteria to influence and motivate
Understand your personal criteria/driving patterns for
clarity- confidence-motivation
Listen for job/culture criteria to find the success
connections

29. Motivation Patterns Reference
Wo r d s t h a t C h a n g e M i n d s ,
S h e l l e Ro s e C h a r ve t
Motivate Everyone,
Jay Arthur