Leadership and Management

1. Level 5 Award in Leadership and
Management
Day 4

2. Objectives …to
• Assess your own ability to motivate others
• Explain employee engagement and the link to
effective leadership
• Examination of motivation theories and practical use
to improve performance
• Assess your level of emotional and social intelligence
and how this relates to your leadership and
management performance
• Personal Development Planning

3. What do you think employee
engagement really means……..
• For the individual
• For the team
• For the organisation

4. Engagement…… ?
“It’s a wet Thursday in November and I’m off to
work in a job I’ve had for a while – but I feel just
right about that because I know by what I see,
hear and feel I’m making a great contribution…”
'Engaging for Success: Enhancing performance through employee engagement' 2009.
McCloud

6. WHY IS THIS IMPORTANT?.....
• Unlocks everyone’s potential
• Maximises individual and organisational
performance.
• Creates commitment, creativity and capability
• Creates personal attachment to work
• Engaged people create successful teams =
SUCCESSFUL ORGANISATIONS !!

8. Some numbers…
Engaged employees
• 2.69 sick days
• 70% know how to give
excellent service
• 87% less likely to leave
• 78% recommend to
others
• Work in ‘excellent’
organisations
Unengaged employees
• 6.19 sick days
• 17% know how to give
excellent service
• Significant turnover
• 13% would recommend to
others
• X2 as likely to work in weak or
poor organisations
McCloud

9. Its all about ….consistent and congruent
• Strategies across the organisation
• Leadership
• Communication
• Motivation
• Involvement
• Effort…. all day…. every day

10. The five key areas
• Job factors and design
• Leadership and management
• Culture of organisation
• Training and development
• Employees feeling valued and
involved

11. Have you got an engaged
organisation ?
In pairs discuss and list all of the activities you
and the organisation do to ensure everyone is
engaged…..
What else could you and the rest of the
leadership team do ??
Consider your Action Plan

12. Organisation culture and
values…..
• clear vision and plan
• supportive.
• challenging and fair.
• respect for work life balance.
• produces high quality goods and services.
• acknowledges problems openly
• consistent management approach.
• communicates well and often with everyone.
• safe work environment.
• culture based on trust

13. Job design and role essentials
• Task variety
• Job control
• Sense of purpose.
• High quality supervision
• Job resources.
• Autonomy or influence over job.
• Involved in improvement
• Safe and comfortable work environment
• Leaders available

14. How you manage your people….leadership
• positive trusting relationships
• recognition and reward
• managers are available
• involve the team in decisions
• listening to everyone.
• have integrity.
• be fair
• be concerned for employee well being
• be accountable.
• have respect for individuals
• encourage everyone to contribute

15. • treat each other with respect.
• are helpful to co workers.
• go the extra mile
• get a sense of achievement from work.
• are loyal, proud and positive about the
organisation.
• look for challenges.
• care about the future
• are involved
Motivated and engaged
employees…..

16. Training and developing the team
• performance feedback
• coaching and mentoring
• high customer service standards.
• high quality supervision.
• good role models
• commitment to everyone's professional
development
• tap into employee strengths
• seek opportunities to increase skills and
knowledge

17. Being engaged – the basics
• Get to know your people
• Talk to everyone...how do they really feel?
• Listen and act.....on their ideas
• Treat people like adults
• Implement team briefing
• Give feedback regularly - 121’s and performance reviews
• Listen to customer feedback
• Review how you all communicate
• Get rid of blame culture
• Develop everyone
• Look at job content

18. Action planning – towards
engagement
• Choose 5 activities you want to do more of or
start doing in your leadership role
• What are they ?
• When are you going to start?
• What resources do you have or need to get
going
• How will you know its working
• What will you do next ?

19. Motivation

20. What motivates people…
• Beliefs and values
• What we really want…..we move towards
• What we really don’t want….we move away
from
• Sometimes it comes from inside… intrinsic
• And sometimes from outside forces… extrinsic

21. Maslow’s Hierarchy of Needs
• Psychologist Abraham Maslow (1987) said that our
values and motivation is based on our needs.
• People are motivated to act in order to meet or satisfy a
need.
• Maslow believed that all humans have a drive to reach
their full potential, which he called self-actualisation.
• Is a hierarchical model
• Lower ones have to be satisfied before the person can
attended to the ones higher up.

22. Maslow’s Hierarchy of Needs

24. Maslow’s Hierarchy of Needs
Physiological
Self-
actualisation
Hunger
Thirst
Sleep
Warmth
Safety
Security
Protection
Shelter
Social
Affiliation
Belonging
Acceptance
Socialising
Friendship
Love
Self-
esteem
Power
Status
Respect
Appreciation
Recognition
Achievement
Attainment
Competence
Personal
Development
Creativity
Self-fulfilment

25. Herzberg’s Two Factor Theory
• Company policy and
administration
• Supervision
• Working relationships
• Status and security
• Achievement
• Recognition
• The work itself
• Responsibility
• Advancement and
growth
Hygiene Factors Motivators

28. Extrinsic / Intrinsic motivation
• Extrinsic motivators arise from outside the
individual. We are motivated to perform to
receive an award or avoid punishment
• Intrinsic motivators are from within the
individual. We are motivated to perform
because we find it personally rewarding /
satisfying

29. Extrinsic v Intrinsic motivation
• Extrinsic rewards may not be enough
• Organisations need more than compliance to
procedures
• Workers need to be more self managing
• Self management needs commitment and
initiative
• Work itself brings intrinsic rewards to individual
• Feeling of making a difference to others
• Extrinsic rewards still matter
• Intrinsic rewards help retention of good workers

30. McClelland – Three Needs
• Achievement is the urge to excel, to
accomplish in relation to a set of standards
• Power is the desire to influence other
individual’s behavior. It is the desire to be
influential.
• Affiliation is a need for open and sociable
interpersonal relationships based on co-
operation and mutual understanding.

31. Building blocks for better motivation
CHOICE
Delegated authority
Trust
Security
Clear purpose
Information
COMPETENCE
Knowledge
Positive feedback
Skill recognition
Challenge
High non comparative
standards
MEANINGFULNESS
Non cynical climate
Clearly identified
passions
An exciting vision
Relevant task purpose
Whole tasks
PROGRESS
Collaborative climate
Milestones
Celebrations
Access to customers
Measurement of
improvement

32. Common Sense Motivation
• ENCOURAGE initiative and responsibility by providing tasks
which are as interesting as possible.
• INFORM people about the job as a whole. Keep them in the
picture and explain why the task is being done.
• INVOLVE people in decisions relating to their work and seek
their views about the way their tasks are carried out.
• PRAISE work well done and show that you have confidence in
people.
• SET STANDARDS of quality and quantity for individuals which
are high but achievable and set a good example yourself
• LISTEN Be a good listener and find out the individual needs of
each member of your staff.

33. Activity
• Take your top 3 demotivators identified earlier
and devise strategies to overcome them.
• How do you motivate your team?
• How do you motivate your team to commit to
your organisation’s values and goals?
• Assignment: Assess your own leadership capability and
performance AC 2.3, 3.1, 3.2

34. Motivation – What is it?
• What demotivates you / your team?
• Identify 10 demotivators for you and your
team. Rank them 1 -10 (1 being most
important).

35. Emotional Intelligence

36. Goleman: An Intertwined Dynamic
Relationship
Self awareness Social awareness
Self management
Relationship
management
Emotional
intelligence
Personal Social
Awareness
Action

37. Emotional Intelligence Components
• Personal Competence – how we manage
ourselves
• Self Awareness
• Self-Management
• Social Competence – how we manage
relationships
• Social Awareness
• Relationship Management

39. Your Own Emotional Intelligence
• Complete both ‘EI Assessment’ and
‘Developing your EI’.
• Relate these to the EI handout
• How could this effect your performance?
• How could your competence impact the
performance of others?
Assignment: AC 2.1, 2.2, 2.3, 3.1

40. Resonance
• Being authentic, speaking from your own
values leaving people feeling uplifted and
inspired even in difficult circumstances.
• When a leader triggers resonance, you can
read it in peoples’ eyes. They are engaged and
they light up.
– Goleman et al

42. An Engaging Leader:
• Acts as a mentor, guide and coach and aims to lead by
example, inspire their team, sets out expectations clearly, and
explains them to staff
• Deals fairly and effectively with performance issues
• Communicates well and in particular is a good listener and
accepts feedback
• Creates an environment where staff are able to make
suggestions for improvement and can implement their ideas
• Good at providing guidance and support to enable employees
to deliver to their full potential

43. An Engaging Leader:
• Values and recognises the contribution of staff and provides
praise where appropriate
• Gives constructive feedback and enables employees to learn
• Reflects on their own performance and accepts they can learn
from their staff
• Loyal to the organisation but also prepared to defend the
interests of their team
• Accepts responsibility for the actions of the team and does
not play ‘blame games’

44. An Engaging Leader:
• Possesses effective interpersonal skills and is able to manage
any tensions between team members
• Combines technical competence with broader leadership skills
• Maintains a positive attitude and seeks to motivate their team
in challenging times
• Gains the loyalty of their teams who then ‘go the extra mile’
• Cares about the health and well-being of their team

45. Being engaged – the basics
• Get to know your people
• Talk to everyone...how do they really feel?
• Listen and act.....on their ideas
• Treat people like adults
• Implement team briefing
• Give feedback regularly - 121’s and performance reviews
• Listen to customer feedback
• Review how you all communicate
• Get rid of blame culture
• Develop everyone
• Look at job content

46. “The activities are not magical or new. They are
all common sense and good management but
in this case engaging with the employees has
just shown what can be done. The important
thing is to make a start”
Dave Stirling Manager of DWP call centre

47. Assignments
• Both assignments are due on 29th June 2016
• Submit in email to - workdev@westherts.ac.uk
• Please complete the learner declaration ( on stick)
for each assignment and send with your assignment
• The worksheets are designed to support the
assignments- please complete as you go !