Motivation as a Skill: Strategies for Managers and Employees. Susan Fowler Senior Consulting Partner The Ken Blanchard Companies

Transcription

1 Motivation as a Skill: Strategies for Managers and Employees Susan Fowler Senior Consulting Partner The Ken Blanchard Companies

2 Tips for the Webinar Tweeting? Please use these tags: #optimalmotivation #TIwebinars 2 Citrix Tech Support (800)

3 Welcome For More Info / To Register / To Access Archive: Search Webinars or On Demand at TrainingIndustry.com Tweeting? Please use these tags: #optimalmotivation #TIwebinars 3 Citrix Tech Support (800)

4 Today s Speaker Susan Fowler Senior Consulting Partner The Ken Blanchard Companies 4

5 Why motivation matters The leader s role Motivation is a skill Identify current motivation Shift motivational outlook Reflect and maintain high-quality motivation Questions & Answers

6 Actively disengaged employees the least productive cost the American economy up to $350 billion per year in lost productivity *Source: Gallup

7 Poll: Employee Engagement a. Worry about it b. Measure it c. Hope it will improve d. Major initiative to address it e. Successfully moved the needle

8

9 Blanchard posed the question HOW DO PEOPLE BECOME ENGAGED? Our cutting-edge, awardwinning research provided an answer

10 APPRAISAL PROCESS Cognition and Emotion A p p r a i s a l Well-Being Intentions Behavior Employee Work Passion

11 MOTIVATION IS A SKILL

12 THE KEY TO ENGAGEMENT IS DAY-TO-DAY MOTIVATION Suboptimal motivation is the fuel for employee disengagement. Optimal motivation fuels work passion the upper end of employee engagement.

13 Optimal Motivation The skill to shift from a suboptimal Motivational Outlook to an optimal Motivational Outlook

14 Poll: Think About a Motivation Challenge You Have With Someone Else I wish this person would a. Do more of something b. Do less of something c. Do something differently d. Stop procrastinating e. Stop complaining or obsessing f. Perform more consistently g. Stop driving me crazy

15 A LEADER CANNOT MOTIVATE ANYONE. But a leader can shape a workplace where people are more likely to experience an optimal Motivational Outlook.

16 THE THREE SKILLS

17 MOTIVATION POSSIBILITIES Disinterested Motivational Outlook External Motivational Outlook Imposed Motivational Outlook Aligned Motivational Outlook Integrated Motivational Outlook Inherent Motivational Outlook

18 The question is not if a person is motivated the question is why.

19 SUBOPTIMAL MOTIVATIONAL OUTLOOKS Disinterested Motivational Outlook External Motivational Outlook Imposed Motivational Outlook Aligned Motivational Outlook Integrated Motivational Outlook Inherent Motivational Outlook

20 Suboptimal motivation is the junk food of motivation.

21 OPTIMAL MOTIVATIONAL OUTLOOKS Disinterested Motivational Outlook External Motivational Outlook Imposed Motivational Outlook Aligned Motivational Outlook Integrated Motivational Outlook Inherent Motivational Outlook

22 OPTIMAL MOTIVATION The healthy alternative.

23 OPTIMALLY MOTIVATED EMPLOYEES ARE Daily optimal motivation is the key

24 WHAT S BEHIND A MOTIVATIONAL OUTLOOK? Disinterested Motivational Outlook External Motivational Outlook Imposed Motivational Outlook Aligned Motivational Outlook Integrated Motivational Outlook Inherent Motivational Outlook

25 QUALITY OF PSYCHOLOGICAL NEEDS Psychological Needs Autonomy Relatedness Competence

26 SKILL 2: SHIFT TO, OR MAINTAIN, AN OPTIMAL MOTIVATIONAL OUTLOOK

27 QUALITY OF SELF-REGULATION Shifting Strategies Promote Mindfulness Align with Values Connect to Purpose

28 SKILL 3: REFLECT ON FEELINGS

29 Dealing with the F word in business Feelings

30 What Has Become Clear?

31 A LEADER CANNOT MOTIVATE ANYONE. But a leader can shape a workplace where people are more likely to experience an optimal Motivational Outlook.

32 ACTIVATING OPTIMAL MOTIVATION WITH OTHERS Learn the Three Skills for activating Optimal Motivation Practice the Three Skills on a meaningful task or goal Create an action plan to address a challenging motivation situation

33 WORST AND BEST PRACTICES What Doesn t Work Apply pressure; demand accountability What Does Work Encourage Autonomy Ignore feelings Deepen Relatedness Discount learning Develop Competence Enable sabotaging behaviors Promote Mindfulness Rely on power Align with Values Focus on metrics without meaning Connect to Purpose

34 QUESTIONS AND ANSWERS Susan Fowler Senior Consulting Partner The Ken Blanchard Companies

35 THE BUSINESS CASE FOR OPTIMAL MOTIVATION Use Discretionary Effort Perform at High Level Endorse Stay Be an Organizational Citizen Intentions Optimal Motivation Suboptimal Motivation Disinterested Motivation

36 Poll: Other Resources a. Blanchard research and white papers b. Upcoming Blanchard events c. Blanchard products and services

37 The Promise of Optimal Motivation

38 Upcoming Webinars November 3-5 Steps to Making Your Virtual Classroom Mobile and Social November 4 - Ready for Disruption: Teaching Millennials to Make Authentic Interpersonal Connections November 5 - Perfect the Formula for an Exceptional Customer Experience November 11 - Applying a New Vision of Psychological Type: The Pearman Personality Integrator For More Info/To Register/To Access Archive: Choose the Webinar tab at TrainingIndustry.com. 38

39 More Ways to Get Involved Become a CPTM Nov Atlanta, GA Our webinars count as one hour of continuing education for maintaining the CPTM credential. Join our LinkedIn Group to continue this discussion. 39 Visit the TrainingIndustry.com Webinars page for more information.

40 Thank You for Joining Us! On behalf of TrainingIndustry.com, thanks to: Today s Speakers: Susan Fowler Today s Sponsor: Cornerstone Questions or Comments? Please contact Lea Johnson: ljohnson@trainingindustry.com To learn more about how The Ken Blanchard Companies can help you with creating motivating work environments, please visit: Contact us at: or webinars@kenblanchard.com 2014 The Ken Blanchard Companies, Susan Fowler, David Facer, and Drea Zigarmi. All rights reserved. Do not duplicate or transmit without written permission XXXXX