Leadership, motivation and engagement are intertwined. This presentation discusses their sweet overlap

1. Change of Business
Direction
Ali Anani • Scope and Needs of
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Teamwork Productivity
• Engagement and Alignment

2. What motivates people
to go to work?

3. Motivation simply
put, is the driving
force to move to a
certain goal

4. Loss of motivation
leads to the loss of the
self-drive to act, loss
of energy and
dominance of negative
thinking

5. Loss of
motivation
root
causes

6. Profitability is largely driven by
employees and their level of
motivation
Very High
Very Low

7. Moving
towards
Here is Goal
I am
the going to
carrot do it
External Internal
Drive Drive
The I am not
stick going to
do it
Moving
Away from
Goal

8. Moving
towards
Do it and Goal I am
get a going to
bonus do it
External Internal
Drive Drive
Do, or I am not
else! going to
do it
Moving
Away from
Goal

9. For organizations to be
globally successful over
the long term they need to
better protect their
worker assets from loss of
motivation.

11. Clusters profiles Cluster 1 Cluster 2
Cash Superior
Cluster 3
120.00%
100.00%
80.00%
60.00%
40.00%
20.00%
Non-Cash Superior 0.00% Cash Better
-20.00%
-40.00%
-60.00%
Non-Cash Better Equal

12. Employee Engagement = Employee Ability *
Employee Motivation * Employee
Expectations for the Future
>

13. Potential for
learning and
growth Exciting jobs
Rewarding jobs
Fun-filled jobs

15. Prevalence of
negative feelings
and loss of
motivation. This
accelerates
disengagement

17. Work can stretch
and motivate a
person to
perform well up
to a level above the
normal capacity
but beyond that
can lead to
fatigue and stress

18. A satisfied need is not a
source of motivation
A need once satisfied no longer
provides a source of motivation.
What motivates is then the next
higher order of need.

19. Clusters profiles
Cluster 1 Cluster 2 Cluster 3 Cluster 4
Clusters weights 60.00%
50.00%
45.00% 45.00%
40.00%
40.00%
35.00% 35.00%
20.00%
30.00%
25.00%
20.00% 0.00%
Competence Motivation Job Fitness
15.00%
10.00% 10.00% 10.00%
-20.00%
5.00%
0.00%
Cluster 1 Cluster 2 Cluster 3 Cluster 4 -40.00%
weight (%) weight (%) weight (%) weight (%)
-60.00%
-80.00%

20. Competence
Sweet
Spot
Job Fitness Motivation

21. A leader
realizes that
having a
common
vision and
teamwork will
lead to goal
realization
http://www.slideshare.net/abhisheksh
ah/what-does-freedom-mean-to-you-
13574920

22. Owned
Goals
Process Control Leadership
Differences Encouragem
ent
Alignment
Management
and
Mutual Trust
Engagement Recognition
Empowerment Self-Esteem
Healthy
Communication

23. Current State Transition Stages Desired State
Change Emotional Disengaged Exploring Re- engaged
Anticipation Arousal or
Withdrawn
E
n
g
a
g
e
m
e
n
t
Time

24. EMOTION
MAP
I hate you
Demand
I’m furious
Rejection
Loving
Fear
Negative Positive
Anger Liking
I don’t stomach I’m angry
this Resistance
Sadness Relief
I Acceptance
enjoy It is not
sad easy liking
music
tomatoes

26. Customer
Stakeholders Vision Internal
Processes
Learning

27. Engagement and Team Culture

29.  An organization will have first to have a
vision to direct employees to the same
direction
 If not, employees will go the direction of
their choice
 The organizational readiness to fulfill the
expectations of its customers and
stakeholders will have to abide by this
direction

30.  Employees will follow the same direction if:
 The goal is clear and appealing to the
employees
 The employees believe that shall have more
grinding power than working individually.
 They believe they can attain the goal

31.  Failing to do that the employee will move
away from the grand goal and a Brownian
Organization results
 The question is on how to change a
Brownian-movement of an organization
into a more focused effort. This requires
learning from previous experiences so as
to visualize the desired future state(s).

32.  Culture is the bond that make people tolerant t
o each other and it is a way of building trust am
ong employees. It is the binding spring that tra
nsfers the movement of an employee to the nex
t one so that emergent behaviors may result
 Values and beliefs may prompt people to align t
o their committed goal; else move in a Brownia
n motion
 In unhealthy culture people lose desirability to
learn, create and motivate others.

33. No Alignment
Brownian
No Trust
Motion
No
Individualism
Communication
No Circulation
of Information

34. Trust is the sum of Credibility, Reliability and
Intimacy, divided by self-interest. This means
that that trust can become almost infinitely
high when self-interest is very low.

35. The combination of credibility, reliability
and intimacy is critical. Neither works
without the others, because trust requires
all credibility, reliability and emotional
connection. Consumers want to connect
with humans.

36. C = Credibility
Credibility has to do with the words we speak (A lack of
communication typically indicates leaders are hiding bad
news)
R = Reliability
By contrast, reliability has to do with actions
Intimacy
Intimacy refers to the safety or security that we feel
when entrusting someone with something.
S = Self-Interest
This refers to selfishness and inability to get out of one’s
own way (“what’s in it for me?”)

37. A study, published in 1999 by
Kenneth Kovach of George
Mason University, compared
associates' ranking of what they
wanted from their jobs with
what their bosses thought was
important to the associates. The
results of the study were
somewhat surprising.

38. Sympathetic help with problems
Tactful discipline
Personal loyalty
Good working conditions
Promotion/growth
Employers' Ranking
Good wages Associates' Ranking
Job security
Feeling "in on things"
Appreciation of work
Interesting work
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