5. What is your emotion elephant doing?
laying down… sitting down…
not even wanting to move thinking about changing
charging forward without moving forward off your path moving on the right path
a path
6. Mastery – when you’re in control and
having fun on your chosen path!
Step 1: Rider must control
elephant
7. 3 Aha’s of Change
What looks like a people problem is often a
situation problem
What looks like laziness is often
exhaustion
What looks like resistance is often a lack of
clarity
8. Switch
memory triggers one sheet
Beyond the major concept that to change behavior you’ve got to direct the Rider, motivate the Elephant,
and shape the Path, be sure to remember some of the methods that will lead to your success with those concepts.
Bright spots…
“What’s working and how can we do more of it?” Practice a method of Appreciation Inquiry.
Solutions-based…
“What’s the first small sign you’d see that would make you think the problem is gone”
“When was the last time you saw a little bit of the miracle, even just for a short time?”
Build in failure and early success celebrations…
When you’re creating a path, be sure to build in the time and encouragement failure and early successes.
Shaping the Path with checklists….
Checklists are extremely effective and help reinforce the behaviors you have deemed to be the
most valuable.
Action triggers…
Developing action triggers like assigning a specific time for a specific task will preload the decision to do
what you need to do and conserve the Rider’s self-control.
Critical moves…
To create a successful change you must translate ambiguous goals into concrete behaviors.You need to
script your critical moves. The more clear you are the less resistance you will receive.
Identities…
The question to ask yourself when you are making a change is, “How do you make it a matter of identity
rather than a matter of consequence?”
The environment will make it easier…
To maintain motivation and take the burden off of self-control and willpower, find ways to use the
environment to reinforce behaviors you want as habits.
9. Switch tells you how to change…
Expand Your Potential tells you what to change.
The Expand Your Potential program is a daily filter system that will help you
determine and stay focused on your formula for the personal, professional and
organizational changes that you want to make.
Here’s how it works:
Determine what your current potential is:
Potential = skills + resources + behaviors
To expand and increase your potential, you must increase the
key areas that will have the highest impact on
your potential.
10. Principles behind
Expand Your Potential
Focus on solutions…
We ask the question of WHY
In places where things are going right and build from there.
First try environment…
We believe that significant, positive,
change can occur through first focusing or adjusting your environment.
Formulate a daily discipline based on skills,
resources and behaviors…
By increasing your focus on long term valuable activities in the areas of your
skills, resources and behaviors you will find your formula for reaching your
highest possible potential.
11. Your Skills
• Technical
• Managerial
• Leadership
Your Resources
• You
• Your professional mentors
• Those you serve
Your Behaviors
• Independent
• Interdependent
• Visionary
16. POTENTI 2
100% AL
SKILLS
50%
10%
CURRENT
POTENTIAL
17. POTENTI 2
100% AL
SKILLS
50% RESOURC
ES
10%
CURRENT
POTENTIAL
18. POTENTI 2
100% AL
SKILLS
50% RESOURC
ES
BEHAVIO
RS
10%
CURRENT
POTENTIAL
19. POTENTI 2
100% AL
SKILLS
50% RESOURC
ES
BEHAVIO
RS
10%
CURRENT
POTENTIAL
20. POTENTI 2
100% AL
SKILLS
50% RESOURC
ES
BEHAVIO
RS
10%
CURRENT
POTENTIAL
21. POTENTI 2
100% AL
SKILLS
50% RESOURC
ES
BEHAVIO
RS
10%
CURRENT
POTENTIAL
22. POTENTI 2
100% AL
SKILLS
50% RESOURC
ES
BEHAVIO
RS
10%
CURRENT
POTENTIAL
23. POTENTI 2
AL
SKILLS
RESOURC
ES
BEHAVIO
RS
10%
CURRENT
POTENTIAL
24. The Value of Time
“Our costliest expenditure
is time …”
Theophrastus
“Time has more value than money.
You can get more money, but you
cannot get more time. ”
Jim Rohn
25. What are your biggest time management challenges?
Please take the time management survey
27. Top Ten Time Management
Mistakes
1. Failing to Keep a “To Do” List
28. Top Ten Time Management
Mistakes
1. Failing to Keep a “To Do” List
2. Not Setting Job/Personal Goals
29. Top Ten Time Management
Mistakes
1. Failing to Keep a “To Do” List
2. Not Setting Job/Personal Goals
3. Not Prioritizing
30. Top Ten Time Management
Mistakes
1. Failing to Keep a “To Do” List
2. Not Setting Job/Personal Goals
3. Not Prioritizing
4. Failing to Manage Distractions
31. Top Ten Time Management
Mistakes
1. Failing to Keep a “To Do” List
2. Not Setting Job/Personal Goals
3. Not Prioritizing
4. Failing to Manage Distractions
5. Procrastination
32. Top Ten Time Management
Mistakes
1. Failing to Keep a “To Do” List
2. Not Setting Job/Personal Goals
3. Not Prioritizing
4. Failing to Manage Distractions
5. Procrastination
6. Taking on Too Much
33. Top Ten Time Management
Mistakes
1. Failing to Keep a “To Do” List
2. Not Setting Job/Personal Goals
3. Not Prioritizing
4. Failing to Manage Distractions
5. Procrastination
6. Taking on Too Much
7. Addiction to “Busyness”
34. Top Ten Time Management
Mistakes
1. Failing to Keep a “To Do” List
2. Not Setting Job/Personal Goals
3. Not Prioritizing
4. Failing to Manage Distractions
5. Procrastination
6. Taking on Too Much
7. Addiction to “Busyness”
8. Multi-tasking
35. Top Ten Time Management
Mistakes
1. Failing to Keep a “To Do” List
2. Not Setting Job/Personal Goals
3. Not Prioritizing
4. Failing to Manage Distractions
5. Procrastination
6. Taking on Too Much
7. Addiction to “Busyness”
8. Multi-tasking
9. Not Taking Breaks
36. Top Ten Time Management
Mistakes
1. Failing to Keep a “To Do” List
2. Not Setting Job/Personal Goals
3. Not Prioritizing
4. Failing to Manage Distractions
5. Procrastination
6. Taking on Too Much
7. Addiction to “Busyness”
8. Multi-tasking
9. Not Taking Breaks
10.Ineffectively Scheduling Tasks
51. Handling Interruptions
• Block off call-back time
• Trade off answering calls with a colleague
• Keep calls brief
52. Handling Interruptions
• Block off call-back time
• Trade off answering calls with a colleague
• Keep calls brief
• Meet in their office
53. Handling Interruptions
• Block off call-back time
• Trade off answering calls with a colleague
• Keep calls brief
• Meet in their office
• Schedule appointments
54. Handling Interruptions
• Block off call-back time
• Trade off answering calls with a colleague
• Keep calls brief
• Meet in their office
• Schedule appointments
• Set time limits early in conversation
55. Handling Interruptions
• Block off call-back time
• Trade off answering calls with a colleague
• Keep calls brief
• Meet in their office
• Schedule appointments
• Set time limits early in conversation
• Be selective in terms of “meaningful interruptions”
56.
57. • Are you working on something meaningful and
challenging-- something for you have about a 50%
chance of succeeding?
• Are you relating to other people at work or
socially--people you like and to whom you feel close?
• Do you feel recognized for the work you are doing--
paid or unpaid?
• Can you influence the decisions and outcomes?
58. Date _____________
The 18 MINUTES Daily To Do List
Do Great Work w/Current Attract Future Clients
Clients
Write and Present My Ideas Be Present with Family and
Friends
Have Fun and Take Care of The Other 5%
Me
59. What are the 5 BIG things
you are trying to accomplish
in 2012
3 business
2 personal
60. Delegation Summary
Plan thoroughly
Match the “right” person to the “right” job
Consider their development and ability
Establish and communicate expectations
Offer help, resources and support
Be open to new ideas
Express trust and confidence
Assess performance and provide feedback
Plan for needed coaching or training
68. 4 Great
Questions
1. Are you working on something meaningful and
challenging--
something for you have about a 50% chance of
succeeding?
2. Are you relating to other people at work or socially--
people
you like and to whom you feel close?
3. Do you feel recognized for the work you are doing—
paid or unpaid?
4. Can you influence the decisions and outcomes?
78. Motivation
• All people are motivated
• People do things for their reasons, not yours or
mine
79. Motivation
• All people are motivated
• People do things for their reasons, not yours or
mine
• Key to effective communication is identification
80. Motivation
• All people are motivated
• People do things for their reasons, not yours or
mine
• Key to effective communication is identification
• The best way to get people to pay attention to
you is to…
81. Motivation
• All people are motivated
• People do things for their reasons, not yours or
mine
• Key to effective communication is identification
• The best way to get people to pay attention to
you is to…
• You can’t change people, you can only change
their behaviors
82. Motivation
• All people are motivated
• People do things for their reasons, not yours or
mine
• Key to effective communication is identification
• The best way to get people to pay attention to
you is to…
• You can’t change people, you can only change
their behaviors
• Employee’s perception becomes the executive’s
reality
83. Motivation
• All people are motivated
• People do things for their reasons, not yours or
mine
• Key to effective communication is identification
• The best way to get people to pay attention to
you is to…
• You can’t change people, you can only change
their behaviors
• Employee’s perception becomes the executive’s
reality
• You consistently get the behaviors you
consistently expect and reinforce
84. Motivation
• All people are motivated
• People do things for their reasons, not yours or
mine
• Key to effective communication is identification
• The best way to get people to pay attention to
you is to…
• You can’t change people, you can only change
their behaviors
• Employee’s perception becomes the executive’s
reality
• You consistently get the behaviors you
consistently expect and reinforce
• We all judge ourselves by our motives but we
judge others by their actions
85. The goal is motivated and engaged employees
MOTIVATED AND ENGAGED
4
How I Grow
• Guidance
• Feedback
•Development
• Growth
Associate Engagement
Associate Motivation
3
How I Contribute
•Influence •Pride
•Ownership •Value
•Say •Relationships
2
How I Feel
•Encouragement •Recognition
•Praise •Opportunity
•Caring
1
How I Work
•Consequences •Expectations
•Understanding •Goals
•Tools
86. The Right Environment
for Succession Planning is Critical
Purpose
Autonomy
Mastery
Development Culture
Coaching
Reward Leaders
87. Motivational Tips for Leaders
• Continue learning and trying out new ideas
• Make time for people
• Focus on the development of people
• Provide leadership--CYA
• Your arrival at work sets the tone for the day
• Use simple, powerful words
• Make sure people know what you expect
• Provide regular feedback
• Solicit employee feedback
• Create an environment that is fair and consistent
88. Top 10 New Year’s Resolutions
1. Get out of debt or save money
2. Lose weight
3. Develop a healthy habit
4. Get organized
5. Develop a new skill or talent
6. Spend more time with family and friends
7. Other
8. Work less, play more
9. Break an unhealthy habit
10. Move up or on in my job
89. Stephen Covey says…
“Begin with an end in mind.”
• Think of your resolutions as goals
• Set realistic goals-no more than 3
• Write down your goals
• Take baby steps
• Go public
• Track your progress
• Reward yourself
• If you slip up, recommit
90. Set
Conduct Performance
Performance Goals and Standards
Appraisal
Performance Communicate
Give Management Expectations
Ongoing Cycle
Feedback
Monitor
Employee
Performance
91. Use this Checklist to begin…
Individual Reflection and Partner Discussion
1. Do I have an understanding of the
organization’s vision, mission and strategic
objectives for 2012?
2. Do I have a vision for what needs to be
accomplished in my department to support
the strategic objectives?
3. Do I know what individual goals need to be
met that link to “our piece of the pie”?
4. What other stakeholders do I need to involve
in the goal setting process besides my
employee?
96. Definition(s) of a Coach
1. horse-drawn carriage: a large enclosed
horse-drawn carriage
2. inexpensive travel category: an
inexpensive class of passenger accommodations on
a bus, train, or aircraft
3. somebody who trains sports players: a
trainer of sports players and athletes
4. railroad car: a railroad car
97. Another Definition…
An ongoing partnership during which leader and
individual work together as a team to achieve
performance objectives. During the coaching
relationship, your coach provides the tools, structure
and personal support necessary for you
to design a work life that is rewarding and deeply
meaningful.
Mark Paskowitz, Professional Coach
98. Why Should I Care
About Coaching
• Change usually drives the need for coaching
• Accept and adapt to change consistent with organizational goals
• Creates balance between organization goals and professional
developmental needs of the individual
• Often used for performance enhancement not correction
• Maximize career potential through coaching
• Greater personal and professional ownership
• #1 reason people leave their jobs is a lack of vision
• Coaching is worth the investment.
the ROI on coaching is 529%!
100. Observe Performance
• What have I seen or heard?
• What do the “reports” say?
• What is the employee doing well?
• Where are the performance gaps?
101. Plan to Employ the 4
C’s of Coaching
1. Concurrence- agreement on what’s working well
and what “gaps” exist
2. Content- describe what the person needs to keep
doing and what needs improving (competence or
commitment?)
102. 3. Commitment- agreement to improve
performance
4. Congratulations and
Continuation- emphasis what’s working
well; celebrate improvements made; or re-
emphasize more work to be done
104. Best Practices for 1:1’s
• 50/50 contract
• Time issue
• Plan-Create an agenda
• Pull up a seat next to them
• Find time to do it—schedule it
• No scanning email
• Turn off phones
• Limit visitors
105. Use the IGROW model and conduct a
coaching session with a peer.
Take 2 minutes to describe the situation so the other
person can role play the person you are coaching
Take 5 minutes to coach the person
Switch who is coaching and repeat the process
106. What Can You Do Tomorrow?
• Spend time learning more about Situational Leadership
• Plan 10-20 minute huddles with your staff
• Use the IGROW model with a superstar
• Ask—What is your next step in your career?
• Ask-What can I do to help you reach your goals?
• Buy a coaching book to learn more
108. Gallup 12 Questions
• Do I know what is expected of me at work?
• Do I have the materials and equipment I need to do my work
right?
• Do I have the opportunity to do what I do best every day?
• In the last seven days, have I received recognition or praise for
good work?
• Does my supervisor, or someone at work, seem to care about
me as a person?
• Is there someone at work who encourages my development?
• Do my opinions seem to count?
• Does the mission/purpose of my company make me feel like my
work is important?
• Are my coworkers committed to doing quality work?
• Do I have a best friend at work?
• In the last six months, have I talked to someone about my
progress?
• Have I had opportunities to learn and grow?
109. CEO Top 10 List
1. Create a business plan for upcoming fiscal year
2. Hit operation goals in business plan
3. Create and explain monthly reports
4. Customer Intimacy Initiative for each department
5. Performance Improvement-two processes per year
6. Develop and review retention plan quarterly
7. Developmental 1:1 per quarter per employee
8. Each employee has a development action plan (DAP)
9. Monthly team meeting
10. Learn something new each month
Notas do Editor
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Self-control is an exhaustible resource\nWhat looks like laziness is often exhaustion\nWhat looks like resistance is often a lack of clarity\n
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Personal Questionnaire\n
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Exercise--Have them make a list of things they need to do in the next 2 weeks\nI don’t have enough time\nToo many things going on at once\nPulled in different directions\nToo much paperwork\nBoss keeps adding new things to my plate\nNot sure how I’m supposed to do this\nPeople keep bothering meWhat is expected of me?\nWhy does someone else’s problem become mine?\n
Exercise--Have them make a list of things they need to do in the next 2 weeks\nI don’t have enough time\nToo many things going on at once\nPulled in different directions\nToo much paperwork\nBoss keeps adding new things to my plate\nNot sure how I’m supposed to do this\nPeople keep bothering meWhat is expected of me?\nWhy does someone else’s problem become mine?\n
Exercise--Have them make a list of things they need to do in the next 2 weeks\nI don’t have enough time\nToo many things going on at once\nPulled in different directions\nToo much paperwork\nBoss keeps adding new things to my plate\nNot sure how I’m supposed to do this\nPeople keep bothering meWhat is expected of me?\nWhy does someone else’s problem become mine?\n
Exercise--Have them make a list of things they need to do in the next 2 weeks\nI don’t have enough time\nToo many things going on at once\nPulled in different directions\nToo much paperwork\nBoss keeps adding new things to my plate\nNot sure how I’m supposed to do this\nPeople keep bothering meWhat is expected of me?\nWhy does someone else’s problem become mine?\n
Exercise--Have them make a list of things they need to do in the next 2 weeks\nI don’t have enough time\nToo many things going on at once\nPulled in different directions\nToo much paperwork\nBoss keeps adding new things to my plate\nNot sure how I’m supposed to do this\nPeople keep bothering meWhat is expected of me?\nWhy does someone else’s problem become mine?\n
Exercise--Have them make a list of things they need to do in the next 2 weeks\nI don’t have enough time\nToo many things going on at once\nPulled in different directions\nToo much paperwork\nBoss keeps adding new things to my plate\nNot sure how I’m supposed to do this\nPeople keep bothering meWhat is expected of me?\nWhy does someone else’s problem become mine?\n
Exercise--Have them make a list of things they need to do in the next 2 weeks\nI don’t have enough time\nToo many things going on at once\nPulled in different directions\nToo much paperwork\nBoss keeps adding new things to my plate\nNot sure how I’m supposed to do this\nPeople keep bothering meWhat is expected of me?\nWhy does someone else’s problem become mine?\n
Exercise--Have them make a list of things they need to do in the next 2 weeks\nI don’t have enough time\nToo many things going on at once\nPulled in different directions\nToo much paperwork\nBoss keeps adding new things to my plate\nNot sure how I’m supposed to do this\nPeople keep bothering meWhat is expected of me?\nWhy does someone else’s problem become mine?\n
Exercise--Have them make a list of things they need to do in the next 2 weeks\nI don’t have enough time\nToo many things going on at once\nPulled in different directions\nToo much paperwork\nBoss keeps adding new things to my plate\nNot sure how I’m supposed to do this\nPeople keep bothering meWhat is expected of me?\nWhy does someone else’s problem become mine?\n
Exercise--Have them make a list of things they need to do in the next 2 weeks\nI don’t have enough time\nToo many things going on at once\nPulled in different directions\nToo much paperwork\nBoss keeps adding new things to my plate\nNot sure how I’m supposed to do this\nPeople keep bothering meWhat is expected of me?\nWhy does someone else’s problem become mine?\n
I don’t have enough time\nToo many things going on at once\nPulled in different directions\nToo much paperwork\nBoss keeps adding new things to my plate\nNot sure how I’m supposed to do this\nPeople keep bothering me\nWhat is expected of me?\nWhy does someone else’s problem become mine?\n
I don’t have enough time\nToo many things going on at once\nPulled in different directions\nToo much paperwork\nBoss keeps adding new things to my plate\nNot sure how I’m supposed to do this\nPeople keep bothering me\nWhat is expected of me?\nWhy does someone else’s problem become mine?\n
I don’t have enough time\nToo many things going on at once\nPulled in different directions\nToo much paperwork\nBoss keeps adding new things to my plate\nNot sure how I’m supposed to do this\nPeople keep bothering me\nWhat is expected of me?\nWhy does someone else’s problem become mine?\n
I don’t have enough time\nToo many things going on at once\nPulled in different directions\nToo much paperwork\nBoss keeps adding new things to my plate\nNot sure how I’m supposed to do this\nPeople keep bothering me\nWhat is expected of me?\nWhy does someone else’s problem become mine?\n
I don’t have enough time\nToo many things going on at once\nPulled in different directions\nToo much paperwork\nBoss keeps adding new things to my plate\nNot sure how I’m supposed to do this\nPeople keep bothering me\nWhat is expected of me?\nWhy does someone else’s problem become mine?\n
I don’t have enough time\nToo many things going on at once\nPulled in different directions\nToo much paperwork\nBoss keeps adding new things to my plate\nNot sure how I’m supposed to do this\nPeople keep bothering me\nWhat is expected of me?\nWhy does someone else’s problem become mine?\n
I don’t have enough time\nToo many things going on at once\nPulled in different directions\nToo much paperwork\nBoss keeps adding new things to my plate\nNot sure how I’m supposed to do this\nPeople keep bothering me\nWhat is expected of me?\nWhy does someone else’s problem become mine?\n
What is important is seldom urgent and what is \nurgent is seldom important.” Eisenhower\n
\n
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Close doors\n“Do Not Disturb” signs\nBlock off call-back time\nTrade off answering calls with a colleague\nKeep calls brief\nMeet in their office\nSchedule appointments\nSet time limits early in conversation\n
Close doors\n“Do Not Disturb” signs\nBlock off call-back time\nTrade off answering calls with a colleague\nKeep calls brief\nMeet in their office\nSchedule appointments\nSet time limits early in conversation\n
Close doors\n“Do Not Disturb” signs\nBlock off call-back time\nTrade off answering calls with a colleague\nKeep calls brief\nMeet in their office\nSchedule appointments\nSet time limits early in conversation\n
Close doors\n“Do Not Disturb” signs\nBlock off call-back time\nTrade off answering calls with a colleague\nKeep calls brief\nMeet in their office\nSchedule appointments\nSet time limits early in conversation\n
Close doors\n“Do Not Disturb” signs\nBlock off call-back time\nTrade off answering calls with a colleague\nKeep calls brief\nMeet in their office\nSchedule appointments\nSet time limits early in conversation\n
Close doors\n“Do Not Disturb” signs\nBlock off call-back time\nTrade off answering calls with a colleague\nKeep calls brief\nMeet in their office\nSchedule appointments\nSet time limits early in conversation\n
Close doors\n“Do Not Disturb” signs\nBlock off call-back time\nTrade off answering calls with a colleague\nKeep calls brief\nMeet in their office\nSchedule appointments\nSet time limits early in conversation\n
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\nREFER TO WORKBOOK PAGE 24\n\nSUMMARIZE after the skill practices \n
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79 % of employees that quit their job cite lack of appreciation (2007 SHRM survey)\n65% were not recognized in the past year (2004 Gallup survey)\nMy organization recognizes me—bottom 25% ROE was 2.4 percent; top 25 % was 8.7% ROE\n
My top managers seem to always quit and to go another lab\nSolution: How to fix your lab’s management track and generate enthusiasm \nRerecruit\nLooking for growth-what can you do for them\nDefine the career path\nLearning opportunities\nChance to be mentored\nSponsor them for education\nEnsure they are paid well\nRecognize them-superstars need to feel the love!\n
\n
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READ DEFINITION\n\nSAY: When you were in school, what was your primary motivator?\nANSWER: Grades \n\nASK: What does motivation mean? Or more more simply stated: What motivates you in the workplace?\n\nSOLICIT ANSWERS\nAnswers such as:\nCompetition\nPublic praise or recognition\nProfit sharing\nBonus - Raise\nFinding value in the project\nPromotions\nFeel like the job is well done\n\nSAY: Several surveys actually show that money is not the Number 1 motivator. There are many other factors that motivate people to perform.\nToday, we are going to explore some theories from the experts on what they say about motivation…. \n
READ DEFINITION\n\nSAY: When you were in school, what was your primary motivator?\nANSWER: Grades \n\nASK: What does motivation mean? Or more more simply stated: What motivates you in the workplace?\n\nSOLICIT ANSWERS\nAnswers such as:\nCompetition\nPublic praise or recognition\nProfit sharing\nBonus - Raise\nFinding value in the project\nPromotions\nFeel like the job is well done\n\nSAY: Several surveys actually show that money is not the Number 1 motivator. There are many other factors that motivate people to perform.\nToday, we are going to explore some theories from the experts on what they say about motivation…. \n
READ DEFINITION\n\nSAY: When you were in school, what was your primary motivator?\nANSWER: Grades \n\nASK: What does motivation mean? Or more more simply stated: What motivates you in the workplace?\n\nSOLICIT ANSWERS\nAnswers such as:\nCompetition\nPublic praise or recognition\nProfit sharing\nBonus - Raise\nFinding value in the project\nPromotions\nFeel like the job is well done\n\nSAY: Several surveys actually show that money is not the Number 1 motivator. There are many other factors that motivate people to perform.\nToday, we are going to explore some theories from the experts on what they say about motivation…. \n
READ DEFINITION\n\nSAY: When you were in school, what was your primary motivator?\nANSWER: Grades \n\nASK: What does motivation mean? Or more more simply stated: What motivates you in the workplace?\n\nSOLICIT ANSWERS\nAnswers such as:\nCompetition\nPublic praise or recognition\nProfit sharing\nBonus - Raise\nFinding value in the project\nPromotions\nFeel like the job is well done\n\nSAY: Several surveys actually show that money is not the Number 1 motivator. There are many other factors that motivate people to perform.\nToday, we are going to explore some theories from the experts on what they say about motivation…. \n
READ DEFINITION\n\nSAY: When you were in school, what was your primary motivator?\nANSWER: Grades \n\nASK: What does motivation mean? Or more more simply stated: What motivates you in the workplace?\n\nSOLICIT ANSWERS\nAnswers such as:\nCompetition\nPublic praise or recognition\nProfit sharing\nBonus - Raise\nFinding value in the project\nPromotions\nFeel like the job is well done\n\nSAY: Several surveys actually show that money is not the Number 1 motivator. There are many other factors that motivate people to perform.\nToday, we are going to explore some theories from the experts on what they say about motivation…. \n
READ DEFINITION\n\nSAY: When you were in school, what was your primary motivator?\nANSWER: Grades \n\nASK: What does motivation mean? Or more more simply stated: What motivates you in the workplace?\n\nSOLICIT ANSWERS\nAnswers such as:\nCompetition\nPublic praise or recognition\nProfit sharing\nBonus - Raise\nFinding value in the project\nPromotions\nFeel like the job is well done\n\nSAY: Several surveys actually show that money is not the Number 1 motivator. There are many other factors that motivate people to perform.\nToday, we are going to explore some theories from the experts on what they say about motivation…. \n
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Know and teach the rules\nMarket realities\nOpportunities for improvements\nFollow the action and keep score\nSMART goals; objective vs. subjective\nComic book simple (understood by all)\nReported frequently\nProvide a stake in the outcome\nLink appraisals to outcomes\nSome monetary stake if possible\nFrequent celebrations\n
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Quicker execution of company strategy\n Better allocating of resources\n Reduce redundancies\n Decrease employee turnover by increasing employee engagement and “ownership”\n
Researchers found a strong correlation between a company’s financial performance and an effective goal setting process.\n The study found that employees in the weakest performing companies did not clearly understand the connection between their individual efforts and the overall goals of their employers.\n Employees reported feeling confused as to their roles which resulted in less productivity.\n
REFER students to PAGE 4 of the Workbook.\n\nSAY: Look at PAGE 4 in your handouts for the PERFORMANCE MANAGEMENT CYCLE model. This model is representative of the process of performance management. As you can see, it is an ongoing process (represented by the circle) and NOT just a one time event, the annual performance review. \nPart of a continuous improvement process.\n\nBRIEFLY REVIEW EACH STEP THE PERFORMANCE MANAGEMENT CYCLE MODEL \nSTARTING WITH “SET PERFORMANCE STANDARDS”\n\nREFER TO THIS SLIDE THROUGHOUT THE SESSION. \n\n \n
SAY: Once we’ve established the PROJECT MISSION, we need to set and communicate expectations on-going. \nLet’s talk about how to set and communicate expectations with each Associate.\nIT’S DIFFICULT TO DO THIS IN OUR FAST PACED ENVIRONMENTS, BUT HOW CAN WE EXPECT ASSOCIATES TO MEET OUR EXPECTATIONS IF THEY DON’T KNOW WHAT IS EXPECTED OF THEM?\nA quick and easy way for us to set and communicate expectations to our Associates is to develop SMART goals. The goals should be specific to the task or responsibility that the Associate is expected to perform.\n\nSMART goals answers the following questions:\nSpecific: Where is the Associate is now and where do they need to be?\nMeasurable: How will they know when they get there?\nAttainable: Are we setting the Associate up for success? Can the Associate reasonably achieve the goal in the timeframe given? \nRelevant: Is this something within the associate’s control?\nTimebound: When is the Associate expected to accomplish the goal?\n\nLOSE WEIGHT EXAMPLE:\n“I want to loose weight.”\nVs.\n“I want to loose 10 pounds by September 30.”\n\nASK: Which is a SMART goal?\n\nSOLICIT more examples of SMART goals from the class.\n
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Coaching is not training\nCoaching is not counseling\nCoaching is… coaching!\nHire a proven coach\nIdentify one within your own organization\nA mentor is not a coach\nFocused on individual vs. classroom\nGenerate measurable learning and performance objectives\nIndividualized (experience, maturity etc) with balance of personal and company objectives\nCoaching is more flexible-can be tailored\nA bad hire or employee is costly (2X)\n
Why Managers Avoid Coaching\nThink they do not have time.\nFear of failure\nNobody coached me\nCoaching feels awkward\nI have too many employees\nEmployees should be able to figure it out themselves\nEmployee doesn’t ask for help\nPerformance is “almost” acceptable\nEmployee is motivated and doesn’t need feedback\nEmployee needs “learning time”\nBenefits of coaching\nEnhanced Morale\nReduced turnover\nIncreased productivity\nGreater personal and professional accountability\nMore engaged employees\n
Cases\nManager that does not have the time—started developing her team and now she is not always in urgent mode; she puts the burden on the employee and then she makes the time\nManager that never was trained so did not think it was their role\nDealing with employee that was not sure about development\n
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Solution: You will attempt to coach everyone but some people will not want to be coached\n50/50 contract\nYou are expected to do work in between sessions\nYou own the agenda\nYou are accountability for your growth\nIf you do not meet these expectations, then we will not meet about your developmental goals\nIf you do not develop yourself, this will have an impact on your performance appraisal\n
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Easy to use; recommend doing at least quarterly\nI have used as often as once per week during major change; like bringing up a new lab\n
Start with managers; add 1 or 2 new skills per quarter. Leaders will need training to do these tasks.\nRecognize the new behaviors\n
