Employee Motivation Webinar 3 10 10
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Slides from a webinar I did for small business owners and managers on how to increase employee motivation. Section in the middle has some helpful hints on using the 4-drive model of employee motivation.
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Employee Motivation Webinar 3 10 10
- 1. Kurt Nelson e: kurt@lanterngroup.com p: 612-396-6392 Twitter: whatmotivates Employee Motivation: tapping into the power of engagement
- 2. Why do some people climb mountains?
- 4. And some people just sit?
- 5. And why do billions of people go to work each day?
- 6. Motivation
- 8. But I prefer this⊠Motive + Action
- 9. TIME OUT But why is motivation so challenging?
- 10. 7 .5 Challenges of Motivating Employees
- 11. 1 Challenges of Motivating Employees FOCUS
- 12. 2 Challenges of Motivating Employees PERSONALITIES
- 13. 3 Challenges of Motivating Employees COMMUNICATION
- 14. 4 Challenges of Motivating Employees LEADERSHIP
- 15. 5 Challenges of Motivating Employees EXPECTATIONS
- 16. 6 Challenges of Motivating Employees COSTS
- 17. 7 Challenges of Motivating Employees ENVIRONMENT
- 18. 7 Challenges of Motivating Employees .5 EMOTIONS
- 19. 7 .5 Challenges of Motivating Employees To Recap⊠1. Focus 5. Expectations 2. Personalities 6. Costs 7. Environment 3. Leadership 4. Communication 7.5 Emotion
- 20. Overcome the Challenges Introducing a Cool Theory The Four Drive Model of Employee Motivation
- 21. A B Bond & Belong Comprehend & Challenge Define & Defend Acquire & Achieve C D Lawrence & Nohria, 2002
- 23. Ensure recognition is timely and focuses on achievements
- 24. Reward your employees with appropriate and individualized tools, (i.e. a $20 gas card would not be a motivator for someone that telecommutes)
- 25. Make recognition a priority utilizing formal and informal methods â ensure you do this on a regular basis
- 26. Get creative, some of the best recognition is low cost but high in creativity
- 28. Develop formal job sharing/rotation where peers learn other jobs on team
- 29. Understand that there is a human need to connect with others, remember to balance the perspective of employees âgoofing offâ
- 30. Organize a share and tell day, where employees get together and share what they do within the company and how their job fits into the bigger picture
- 32. Create opportunities for your employees to cross train into other areas of the company that they might be interested in learning
- 33. Share fun/interesting magazines or journals with your employees, highlight interesting articles and then have them pass along to the next person
- 34. Set achievable but realistic stretch goals â have a goal setting meeting with employees
- 35. Resource: Work Motivation: History, Theory, Research and Practice by Gary LathumWe strive to COMPREHEND ourworld and feelCHALLENGED
- 37. Ensure you have a clear Mission
- 38. Be transparent with information, this will foster an environment of trust and pride
- 39. Actions speak louder than words, have your employees back, believe in them
- 40. Ask for testimonials from customers have them share their experience with your company and then share those with your employees
- 41. Resource: Driven HBR Article @ http://hbswk.hbs.edu/item/2543.htmlAnd we need to DEFINE and DEFEND those things and ideas we BELIEVE IN
- 42. Great! But, so what?
- 43. Because it⊠IncreasesEffort DrivesRevenue Saves $$$ AidsRetention EnhancesEngagement
- 44. And weâve only touched the tip of theâŠ
- 45. To learn more⊠Follow on Twitter: @whatmotivates Great articles on our Blog: http://thelanterngroup.wordpress.com On the Web: www.lanterngroup.com Kurt Nelson e: kurt@lanterngroup.com p: 612-396-6392
- 46. Thank You
Hinweis der Redaktion
- Focus â how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities â no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership â we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor â how motivating this person is or isnât can greatly impact a person or teams overall motivationCommunication â One very clear finding from my work has been the lack of clear communication â which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void â and typically not positively. Expectations â Expectancy theory highlights that motivation is driven by expectations â is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs â there are costs associated with motivating employees â what is the ROI on programs and does it make sense to put programs in that will help with motivation if they donât provide a return. What Iâve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment â this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
- Focus â how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities â no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership â we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor â how motivating this person is or isnât can greatly impact a person or teams overall motivationCommunication â One very clear finding from my work has been the lack of clear communication â which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void â and typically not positively. Expectations â Expectancy theory highlights that motivation is driven by expectations â is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs â there are costs associated with motivating employees â what is the ROI on programs and does it make sense to put programs in that will help with motivation if they donât provide a return. What Iâve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment â this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
- Focus â how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities â no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership â we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor â how motivating this person is or isnât can greatly impact a person or teams overall motivationCommunication â One very clear finding from my work has been the lack of clear communication â which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void â and typically not positively. Expectations â Expectancy theory highlights that motivation is driven by expectations â is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs â there are costs associated with motivating employees â what is the ROI on programs and does it make sense to put programs in that will help with motivation if they donât provide a return. What Iâve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment â this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
- Focus â how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities â no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership â we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor â how motivating this person is or isnât can greatly impact a person or teams overall motivationCommunication â One very clear finding from my work has been the lack of clear communication â which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void â and typically not positively. Expectations â Expectancy theory highlights that motivation is driven by expectations â is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs â there are costs associated with motivating employees â what is the ROI on programs and does it make sense to put programs in that will help with motivation if they donât provide a return. What Iâve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment â this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
- Focus â how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities â no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership â we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor â how motivating this person is or isnât can greatly impact a person or teams overall motivationCommunication â One very clear finding from my work has been the lack of clear communication â which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void â and typically not positively. Expectations â Expectancy theory highlights that motivation is driven by expectations â is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs â there are costs associated with motivating employees â what is the ROI on programs and does it make sense to put programs in that will help with motivation if they donât provide a return. What Iâve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment â this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
- Focus â how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities â no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership â we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor â how motivating this person is or isnât can greatly impact a person or teams overall motivationCommunication â One very clear finding from my work has been the lack of clear communication â which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void â and typically not positively. Expectations â Expectancy theory highlights that motivation is driven by expectations â is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs â there are costs associated with motivating employees â what is the ROI on programs and does it make sense to put programs in that will help with motivation if they donât provide a return. What Iâve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment â this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
- Focus â how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities â no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership â we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor â how motivating this person is or isnât can greatly impact a person or teams overall motivationCommunication â One very clear finding from my work has been the lack of clear communication â which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void â and typically not positively. Expectations â Expectancy theory highlights that motivation is driven by expectations â is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs â there are costs associated with motivating employees â what is the ROI on programs and does it make sense to put programs in that will help with motivation if they donât provide a return. What Iâve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment â this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
- Focus â how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities â no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership â we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor â how motivating this person is or isnât can greatly impact a person or teams overall motivationCommunication â One very clear finding from my work has been the lack of clear communication â which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void â and typically not positively. Expectations â Expectancy theory highlights that motivation is driven by expectations â is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs â there are costs associated with motivating employees â what is the ROI on programs and does it make sense to put programs in that will help with motivation if they donât provide a return. What Iâve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment â this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
- Focus â how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities â no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership â we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor â how motivating this person is or isnât can greatly impact a person or teams overall motivationCommunication â One very clear finding from my work has been the lack of clear communication â which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void â and typically not positively. Expectations â Expectancy theory highlights that motivation is driven by expectations â is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs â there are costs associated with motivating employees â what is the ROI on programs and does it make sense to put programs in that will help with motivation if they donât provide a return. What Iâve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment â this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -
- Focus â how do you get employees to focus on the things that are important to the organization when there are a multitude of elements that are distracting them or pulling them in different directionsPersonalities â no two people are motivated in exactly the same manner. My research on this highlights that different people have different motivational triggers. So how do we build programs that address this fact. Leadership â we have to deal with different levels of acumen regarding leadership. Individuals are greatly impacted by their immediate supervisor â how motivating this person is or isnât can greatly impact a person or teams overall motivationCommunication â One very clear finding from my work has been the lack of clear communication â which leads to a lack of understanding about what rewards are, how they earn them, what they are supposed to do. As humans we tend to fill in a void â and typically not positively. Expectations â Expectancy theory highlights that motivation is driven by expectations â is my effort worth the reward. Employees are always looking at how this equation is playing out. What is important for this as well is that it is relative. So prior experience dictates how people see this relationship.Costs â there are costs associated with motivating employees â what is the ROI on programs and does it make sense to put programs in that will help with motivation if they donât provide a return. What Iâve seen in this is that we often get focused on the cost of a program versus looking at its long term impact on performance. We lose that Environment â this includes past history, culture, the economy, competition. Companies that had to go through layoffs fully understand the impact that this can have on the overall motivation for a firmEmotion -