As known from video gaming, flow is a highly energized state where senses and emotions are in full alignment with the task that is carried out. A motivational framework therefore needs to take a second dimension into account. It needs to balance the work load [WL] of an employee and his capacity to work [CW] to ensure the mid-term and long-term effectiveness of employees is maintained. Pushing employees down an energy-depleting path can quickly lead to a drop in performance or even fatigue or burn-out. Instead, organisations need apply strategies to leverage wellsprings and effectively reenergize their workforce. Balancing the Big 4 factors challenge [C] vs. skill [S] and work load [WL] vs. capacity to work [CW] are the centrepiece of the resulting new framing of employee motivation. It can help to increase satisfaction and achievement of employees and thus boost the effectiveness of organisations. Prof Thomas Seemann, Professor, DHBW Stuttgart Germany

1. Dr. Melanie Seemann
Prof. Dr. Thomas Seemann
New Perspectives on Employee Motivation
Balancing the Big 4

2. - 2 -- 2 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Wen? Schlüsselpersonen identifizieren
Wie? Maßnahmen zur Mitarbeiterbindung gestalten
II
III
Agenda
IntroductionI
The Concept of Flow
The Concept of Energy
II
III
Wie? Maßnahmen zur Mitarbeiterbindung gestaltenIII The Big 4 of Employee MotivationIV

3. - 3 -- 3 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Knowledge-
orientation
Task-
orientation
600 1200
Shift towards Knowledge Worker Shift of Generation
1 2
Two Key Trends Further Increase the Role of Employee Motivation

4. - 4 -- 4 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
”The difference between an
motivated employee and a
disengaged employee
is like the difference between
a glowworm and a lighting.”

5. - 5 -- 5 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Wen? Schlüsselpersonen identifizieren
Wie? Maßnahmen zur Mitarbeiterbindung gestalten
II
III
Agenda
IntroductionI
The Concept of Flow
The Concept of Energy
II
III
Wie? Maßnahmen zur Mitarbeiterbindung gestaltenIII The Big 4 of Employee MotivationIV

6. - 6 -- 6 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
intense concentration
deep enjoyment
immersed in an activity
lose awareness of time and space

7. - 7 -- 7 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Flow is characterized by
• intrinsic and highly focused state of motivation
• emotions are not just contained and channeled,
but energized, and aligned with the task at hand
• feeling of spontaneous joy while performing a task
Source: Csikszentmihalyi, Mihaly. 1997. Finding flow: the psychology of engagement with everyday life. New York: BasicBooks.
Csikszentmihalyi, Mihaly. 2009. Flow: The psychology of optimal experience. New York: Harper and Row.
Goleman, Daniel. 2006. Emotional intelligence. New York: Bantam Books.
The Concept of Flow (by Mihály Csikszentmihalyi, 1997)

8. - 8 -- 8 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Two Key Dimensions Need to be Considered to Achieve Flow
Flow Channel: Balance Challenge [C] of a Task and the Corresponding Skill Set [S]
Skill [S]
Challenge [C]
Flow
Channel
Boredom
Anxiety
Conditions for flow-like experience
• Intellectually stimulating tasks
• Assignments that have clear goals
and that provide short-term feedback
on the progress made
• Sufficient autonomy in order to feel in
control of one’s actions
• The possibility to concentrate on the
task without too many disruptions

9. - 9 -- 9 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Wen? Schlüsselpersonen identifizieren
Wie? Maßnahmen zur Mitarbeiterbindung gestalten
II
III
Agenda
IntroductionI
The Concept of Flow
The Concept of Energy
II
III
Wie? Maßnahmen zur Mitarbeiterbindung gestaltenIII The Big 4 of Employee MotivationIV

10. - 10 -- 10 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Two Key Dimensions Need to be Considered to Achieve
Energy Channel
Energy Channel: Balance Workload [WL] of a Task and the Capacity to Work [CW]
Capacity to work
[CW]
Workload [WL]
Energy
Channel
Under-
load
Over-
load

11. - 11 -- 11 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Source: Schwartz, Tony, and Catherine McCarthy, 2007. "Manage your energy, not your time". Harvard Business Review. 85 (10): 63-6.
Schwartz, Tony, Jean Gomes, and Catherine McCarthy. 2010. The way we're working isn't working: the four forgotten needs that energize great performance. New York: Free Press.
The Concept of Energy (by Schwartz and McCarthy, 2007)
“Manage your energy, not your time!”
Red flags: Employees…
• are stressed, anxious, frustrated or overwhelmed at work
• act irritable, impatient or anxious
• work on evenings and weekends and do not take an email-free
vacation.
• They feel uncomfortable completely disconnecting from work.
• feel they can’t get their work done (e.g. due to an flood of e-mail
communication or the participation in unfocused and unproductive
meetings)
• are not able to name their top three priority tasks.
• take on more tasks than they can handle.
• are tired, getting less than 6-7 hours of sleep per day.
• performance decline.

12. - 12 -- 12 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
The Wellspring of Energy
(Schwartz, Gomes, and McCarthy 2010)
Source: Schwartz, Tony, and Catherine McCarthy, 2007. "Manage your energy, not your time". Harvard Business Review. 85 (10): 63-6.
Schwartz, Tony, Jean Gomes, and Catherine McCarthy. 2010. The way we're working isn't working: the four forgotten needs that energize great performance. New York: Free Press.
Physical Energy
Mental Energy
Emotional Energy
Spiritual Energy

13. - 13 -- 13 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Wen? Schlüsselpersonen identifizieren
Wie? Maßnahmen zur Mitarbeiterbindung gestalten
II
III
Agenda
IntroductionI
The Concept of Flow
The Concept of Energy
II
III
Wie? Maßnahmen zur Mitarbeiterbindung gestaltenIII The Big 4 of Employee MotivationIV

14. - 14 -- 14 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Employee Motivation by Balancing the “Big 4”
Performance Spot: Balance the Four Parameters
Capacity to
work [CW]
Work-
load [WL]
Skill [S]Challenge [C]
Performance Spot
Energy Channel
Flow
Channel

15. - 15 -- 15 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Big4 Leadership Cockpit: ____________________________
Skills / Key strengths
Challenge of main tasks
Flow
Channel
Flow dimension
Reflect Act
Motives/drivers1
New challenges that inspire (flow)
New skills to acquire / Growth
Motives/drivers of employee
2
Improve conditions for flow (focus)

16. - 16 -- 16 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Capacity to work
Workload (tasks by capacity)
Energy
Channel
Energy dimension
Reflect Act
Motives/drivers4
Workload adjustments
Ways to reenergize
Leaderships style and measures
3
Limitations/Barriers:Resources:

17. - 17 -- 17 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Give it a try…
• Each individual is unique. Leading people is about
understanding there motives and challenges.
• The “Big 4” dimensions are have proven to be highly
valuable in motivating and leading people. The framework is a
management tool that is both meaningful and actionable.
• Three key levers to address in your organization:
Value the diverse
strengths and likes
of employees
Develop leaders who
bring out the best of
employees
Create inspiring
working conditions

18. - 18 -- 18 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Management Consulting
Prof. Dr. Thomas Seemann
Dr. Melanie Seemann
seemann@think2.de
Get in touch…