Develop yourself as a Team Leader

M2.01

Last week…

How much do you remember?

What about Trust?

Communicating in the workplace

Sender

Message

ChannelReceiver

Feedback

At the end of this session you will be able to:

Explain performance requirements and the indicators of underperformance

Describe one basic recognised theory of motivation to team members

Explain the importance of feedback to improve communication and performance

Tell me how to improve motivation in the workplace

Some of you will be able to

• Apply a number of theories of motivation to the people within a workplace

Objectives for today

How do you define MOTIVATION?‘A conscious or unconscious driving force that arouses

and directs action towards the achievement of a

desired goal’

‘The willingness to exert high-levels of effort to reach

organisational goals, conditioned by the efforts’ ability

to satisfy some individual need’

• Would it be useful to know what motivates you?

• Would it be useful to know what motivates others?

Why learn about motivation?

The Manager’s MapThose that know what to do

Those that DON’T know what to do

Those that follow the rules

Those that DON’T follow the rules

Have the ability

Have the ability

MotivatedNOT Motivated

HOW MOTIVATED ARE YOU? Think about an occasion which made you feel very

positive about your job. What happened at work to

make you feel this way?

Now think of a situation or event that caused you

to feel dissatisfied and rather negative about work.

What was it? What happened?

• Values• Beliefs• Culture• Experience• Influences

• ULTIMATELY – “What’s in it for me?”

WE ARE ALL MOTIVATED BY DIFFERENT THINGS

• Frederick Taylor Principles of Scientific Management 1911

• Abraham Maslow Hierarchy of Human Needs 1954

• Douglas McGregor The Human Side of Enterprise 1960

• Frederick Herzberg Two Factor Theory 1959

• Victor Vroom Expectancy Theory 1968

THEORIES OF MOTIVATION

“As one desire is satisfied another pops up to take its place”

“ Man is a wanting animal and rarely reaches a state of complete satisfaction”

MASLOW’S HIERARCHY OF NEEDS

Self actualisation

Self Esteem

Love

Safety

Physiological

Hierarchy of Human Needs 1954

MASLOW’S HEIRARCHY OF HUMAN NEEDS

Security/SafetyStabilitySafetyPermanent jobPeach

PhysiologicalFoodAirWaterSleepWarmth

Social/AffiliationAcceptanceAffectionBelongingFriendship

Ego/EsteemAchievementConfidenceSelf respectRecognition

SelfActualisationPersonal developmentSelf fulfilment

• Activity

1. Score each area 1-10 (1 low, 10 high)2. Identify why you have given each area this score3. Identify what they would need to do to score

each area 10.

4. Give your partner time to note down any thoughts that are important to them.

Maslow coaching wheel

• Would you say that the things that motivate people are the opposite of the things that de- motivate?

HERZBERG: THE TWO FACTOR THEORY

RECAP

Maslow’s Hierarchy of needs: Suggests that only when one need is fulfilled does the next higher need occupy the mind

Herzberg’s 2 factor theory indicates that job satisfiers are not the direct opposite to job dissatisfies

Motivators are achievement, recognition, responsibility and advancementHygiene factors are working conditions, wages, job security . Absence of these can de-motivate but not necessarily motivate

WHAT PERFORMANCE REQUIREMENTS do you expect from a team at work?

Expectation of basic performance

Time keeping Absenteeism Conduct Levels of performance Attitudes and behaviours

HOW DO YOU SPOT THE DE- MOTIVATED IN THE WORKPLACE?

How do you spot it?◦ Disobedience◦ Putting others at risk◦ Bad timekeeping◦ Non achievement of targets◦ Non attendance at training courses◦ Making errors◦ Gossiping◦ Complaints◦ Aggression◦ Regression [deterioration]

UNDERPERFORMANCE

How do you correct it?◦ Discussion to find out causes

Don’t like job Don’t like team members or leader Problems outside of work Lack of training Incompetence Tasks difficult No support

Actions◦ Agree an action plan for improvement◦ Ensure there is an understanding of the consequences

UNDERPERFORMANCE

3 BASIC RIGHTS

To know what is expected of them

To know how they are doing

To know what they need to do to improve/become even

betterFeedback and

communication is key!

1. Give feedback on specific actions done well2. Suggest how they could improve it or make

it better next time.3. Overall feedback of positive result

FEEDBACK SANDWICH – focus on success

Give Recognition

• “ Flowers do well when watered but shrivel up when ignored”

• “Be sparing with Praise and Generous with Thanks”

• People who feel good about themselves produce good results

You could ask your teams…

• What do I do that stops you from doing a better job?

• What do you think I could do to help you perform better?

Promoting communication, feedback and building trust as a team leader…

1. Sense of achievement2. Responsibility3. Recognition4. Advancement5. Challenging work

WHAT COULD YOU DO TO GENERATE THE FOLLOWING IN A TEAM IN YOUR AREA?

Answers

1. Clear objectives2. Delegation 3. Feedback4. Job enrichment

5. Empowerment

• What will you take from today’s session and be able to apply back into the workplace?

• What specifically will you do to apply this, and how?

Reflection

• Begin to draft your answers on the M2.02 short answer mark sheets (which can be found on the WIKI home page) and once completed upload to the WIKI

• Time for personal activity– Add into WIKI– Review your reflective pieces of work if required– Use IT for ‘job search’ and networking if you have time

Short answer questions

Explain performance requirements and the indicators of underperformance

Describe one basic recognised theory of motivation to team members

Explain the importance of feedback to improve communication and performance

Tell me how to improve motivation in the workplace

Have you achieved today’s outcomes?