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Effective Supervisory Practices
Session Six: The Great Motivator: Motivating Employees / Leading Change
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Meet Your Presenter
Michelle Poché Flaherty
City on a Hill Consulting
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Our learning objectives:
The needs of employees and what motivates them
Personality types and their effects on motivation
Six steps to promote creativity and reduce
bureaucracy
How change affects motivation levels
Strategies and tactics for removing obstacles to change
How to deliver teams to a positive place on the other side of change
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Motivation
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Poll: What makes you want to
leave a job?
• Coworkers
• The work itself
• Supervision
• Policies/Bureaucracy
• Salary
• Responsibility
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Poll: What makes you want to get
out of bed and go to work?
• Coworkers
• The work itself
• Supervision
• Policies/Bureaucracy
• Salary
• Responsibility
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What De-motivates Employees?
Cumbersome Rules
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1. Decrease required number of approvals and
eliminate unnecessary rules 2. Push decisions as far down the chain of command
as possible 3. Remove formal communication protocols; let
people talk directly to the person with the answer
4. Seek employee suggestions more often and follow through on pursuing them
5. Remove punishments for mistakes made while trying to solve problems
6. Do not assign authority based only on job title or
position; allow for situational authority.
Adapted from Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us (New York:
Riverhead Books, 2009)..”
“Six Steps to Promote
Creativity and Reduce Bureaucracy”
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What Motivates Employees Positively?
Intrinsic motivators --
from within our own hearts, minds, & guts
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Three Sources of Motivation
•Autonomy
•Mastery
•Purpose
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Herzberg + Drive . . .
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Sources of Motivation
Purpose
Mastery
Autonomy
Herzberg Drive
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Autonomy
• Ensure clear, accurate, reliable and open
communication.
• Make resources easily available.
• Provide facilitative, supportive leadership.
• Increase flexibility by establishing desired results
and letting employees decide how to achieve those results.
• Let employees design their jobs or propose their own deadlines when appropriate.
• Get out of their way.
• Be accessible when they need you.
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Mastery• Give them access to training.
• Make resources easily available.
• Permit job rotation and cross-training.
• Take responsibility for supporting the
development of each of your employees by:
– Assessing where and how each one needs to
grow
– Asking them about their own interests and
aspirations
– Investing in coaching and mentoring
– Giving them access to others who can helpthem grow.
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Purpose
• Promote a supportive team environment.
• Model a positive attitude.
• Align employees and their work with a larger
strategic vision and values by highlighting connections between their efforts and the end
results.
• Provide fair and desirable rewards and recognition.
• Trust employees to do the right things.
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The Blind Men and the Elephant
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Polling Slide
Does your organization offer personality type assessments?
- Yes
- No
- Not sure
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NF – The Dreamer
Eat, Sleep and Breathe: Personalization
Quest: Identity
Style: Catalytic
Achilles’ Heel: Guilt
Motto: “I’m an NF, and I’m here to help.”
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• Seductive
• Interpersonal skills
• Supportive of others
• Sympathetic
• Relationships
• Possibilities for people
• Interaction
• Cooperation
• “Becoming”
• Vivid imagination
• Mysterious
• Hypersensitive to conflict
• Search for self
• Autonomy
• Needs encouragement& recognition
• Integrity
• Giving strokes freely
NF Descriptive Words
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How to Lead NFs• Like them, know them, acknowledge their uniqueness,
share their values or at least acknowledge that their values exist and are important
• Acknowledge their contribution and effort with affirmation and sincere expressions of gratitude
• Help provide and maintain an open, conflict-free workplace
• Ask for their help, support, creativity, and collaboration
• Affirm and compliment at least as much as you criticize and correct, and make sure criticism is framed as a means to greater personal and professional development—and a stronger bridge
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NT – The Thinker
Eat, Sleep, and Breathe: Complexity
Quest: Competency
Style: Visionary
Achilles’ Heel: Incompetence
Motto “Why?”
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• High achievers
• Knowledge seekers
• Objective perceptions
• Independent
• Self-doubt
• Intellectually curious
• Conceptualizers
• Competition with self and others
• Non-conformist
• Wordsmiths
• Principles
• Enjoys complexity
• Authority independent
• Architects of change
• Systems designers
• Argumentative
• “What would
happen if . . .”
NT Descriptive Words
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How to Lead NTs• Demonstrate competence by passing their individual
(and often internal) competency assessment
• Identify clear quality standards and accept nothing less
• Have a vision of the future and communicate this direction clearly to put today’s activity into a strategic framework
• Allow for independent contributions, successes, and failures—do not micro-manage
• Push for independent problem-solving on challenging issues, and introduce, allow, and encourage − “why” questions
• Follow the above points and you will have the NT subordinate on board until the end of the day−tomorrow, you’ll start over again
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SJ – The Guardian
Eat, Sleep and Breathe: Procedures
Quest: Belonging to Meaningful Institutions
Style: Traditionalist/Stabilizer
Achilles’ Heel: Disorder/Disorganization
Motto “Don’t change what isn’t broken.”
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• Loyal to system
• Duty
• Super dependable
• Resists change
• Preserves traditions
• Precise
• “K.I.S.S. –Keep It Simple,
Stupid”
• Procedures
• Decisive
• Stability
• “Should” and “Should
not”
• Social responsibility
• Structure
• Orderly
• Authority dependent
SJ Descriptive Words
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How to Lead SJs• Communicate and maintain clear timelines
and reporting structures
• Give specific and detailed instructions
• Get to the point and stick to it
• Emphasize consistency and efficiency
• Officially reward and recognize contributions with money, status, and official commendations
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SP – The Doer
Eat, Sleep and Breathe: Now
Quest: Action
Style: Troubleshooter/Negotiator
Achilles’ Heel: Routine/Inactivity
Motto: “If all else fails, read the directions.”
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• Free spirit
• Process oriented
• Fun-loving
• Good in crisis situations
• “When all else fails, read
the directions.”
• Impulsive
• Needs freedom and space
• “Let me do something.”
• Flexible
• Focus on immediacy
• Realistic
• Practical
• Enjoys the moment
• Spontaneous
• Likes hands-on experience
• Adaptable
• Seeks variety and change
• Most worry-free
• Action oriented
SP Descriptive Words
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How to Lead SPs
• Get to the point
• Make tasks a challenge and allow them to make it fun
• Be realistic and practical
• Outline any critical guidelines, provide options, then back off and let them approach the task at their own pace and in their own way
• Relax and have some fun
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Leading Change
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Why is change hard?
“Relax, honey – change is good!”
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Is Resistance to Change Logical?
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The First Rule of Leading Change
Resistance is, pretty much, inevitable.
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Poll
Think of a change that you resisted. What kind of
security/stability did you stand to lose?
• Financial
• Social
•Professional
•Personal
•Physical
•Other
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The Long Journey to Change
Da
ng
er
Zo
ne
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The Key
Meet them where they are.
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WHY before HOW
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WHY they should make the change
• What’s in it for them?
• Effective communication of a
compelling vision
• Executive support
• Coaching
• Access to information
• Positive consequences
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HOW they can make the change• Training and education
• Job aides (checklists, templates, etc.)
• Coaching and mentoring
• Peer groups or buddies
• Access to subject matter experts
• Performance monitoring
• Practice while learning
• Make it easy and fun
• Keep repeating the “why”
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Keep the change alive
• Celebrations and recognition
• Ask for feedback
• Performance monitoring
• Rewards for doing it
• Accountability for not doing it
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How to Manage Your Boss
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Nine Tips for Managing Your Boss
1. Be strategic with the info you provide.
– Don’t just pass up raw data. Add value!
• Analyze it
• Highlight/explain what’s important
• Omit the rest
– Listen for what they’re really asking for.
– Know when they need to hear it from
you first.
– Get your facts straight and be ready for
questions
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Nine Tips for Managing Your Boss
2. Respect their role as a generalist.
– Start by providing context
• “As you’ll recall, where we last left this was…”
• Give the “why” before launching into the
latest details
– Quickly summarize options and the
rationale for your recommendation
– Identify where you need help,
say what you’re asking for
– E-mail a summary with next steps
– Keep them posted
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Nine Tips for Managing Your Boss
3. Be a problem solver.
– Don’t bring a problem without a solution.
• Identify possible causes, or analyze the gap
• Identify options to solve the problem or close
the gap
• Identify possible tasks and resources required
– Don’t bring your stories about how you
are a helpless victim or why it’s all
someone else’s fault.
– Commit to working at fixing it.
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Nine Tips for Managing Your Boss
4. Exercise initiative.
– Don’t come across as indifferent
– Look for opportunities to risk having to
seek forgiveness instead of always waiting
for permission (or, worse yet, direction)
– Clarify how much authority you’ve been
given. Use it constructively.
– Clarify your manager’s expectations
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Nine Tips for Managing Your Boss
5. Under-promise and over-deliver.
– Do what you say you will do. Every time.
– Be prudent with estimates.
– Under-promising ≠ saying no.
• Figure out how to make it happen, not why you can’t
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Nine Tips for Managing Your Boss
6A. Avoid surprises.
– Stay on top of your team’s work and
keep your boss posted – good or bad.
6B. Never bluff.
– If you don’t know an answer, say so.
• Don’t give your best guess and hope it’s right.
• If you don’t have the info, say you’ll get it.Then get it and give it quickly.
– When you or your team err, say so.
• Own it. No excuses. No blaming.
• Fix it and prevent repeats.
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Nine Tips for Managing Your Boss
7. Support his/her leadership.
– Stand by his/her decisions in front of all
others. Cascade his/her messages.
– Disagree respectfully
• In private, thoughtfully make your case
• If you’re over-ruled, salute, and implement it
– Watch their back.
– Their wins are your wins.
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Nine Tips for Managing Your Boss
8. Meet them where they are.
– Accommodate their personality
(NF, NT, SJ, SP)
– Don’t expect them to accommodate
your personality
– Find out how they prefer
communication and use it
– Figure out what annoys them.
Don’t do that.
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Nine Tips for Managing Your Boss
9. Earn trust by doing good work.
– Take pride in your work.
• Don’t be sloppy/careless in the press of time
• Show off your team’s successes
– Don’t submit half-baked work because
you want guidance.
• Give it your best shot. Test/proofread it.
• They should only have to fix what you couldn’t.
– Bring your “A” game. Be the star you are.
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Questions?
About . . .
motivation?
personality types?
leading change?
managing your boss?
Questions about any topic we’ve covered
throughout this webinar series?
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Questions Later? No problem.
Email:
Phone:
(301) 633-6960
