Individual Motivation Creating awareness that facilitates leading and managing people R. J. Monson, PhD.

Individual Individual MotivationMotivation

Creating awareness that facilitates leading and managing people

R. J. Monson, PhD

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SummarySummary

The construct of leading peopleThe construct of leading people Foundations required to get resultsFoundations required to get results A view of the Organizational A view of the Organizational

OperationOperation ImplicationsImplications Example situationsExample situations Motivation theoriesMotivation theories Recommendations to considerRecommendations to consider

Leading & Managing Leading & Managing PeoplePeople

Individuals

Groups Organization

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Consider – How do we get consistent results from

people?

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The Foundation for Results The Foundation for Results is based on the Individualis based on the Individual

First and foremost, the individual First and foremost, the individual must feel a sense of trust in othersmust feel a sense of trust in others This produces a willingness to take This produces a willingness to take

personal riskspersonal risks This allows reliance on othersThis allows reliance on others And an ability to engage And an ability to engage

intellectually for the good of the intellectually for the good of the organizationorganization

This puts all brains in action, not just This puts all brains in action, not just from leadershipfrom leadership

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The Second StepThe Second Step

The need for open communications The need for open communications is of secondary importanceis of secondary importance The ability to speak your opinion freelyThe ability to speak your opinion freely Reward systems that support honest Reward systems that support honest

expression of opinionsexpression of opinions Conflicting views that can be discussed Conflicting views that can be discussed

openly and without recriminationsopenly and without recriminations This can yield very effective This can yield very effective

communication leading to the next communication leading to the next stepstep

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The Third StepThe Third Step

There is a need to gain commitment There is a need to gain commitment from those involved in the workfrom those involved in the work Without open conflict and discussion, the Without open conflict and discussion, the

dissenter cannot embrace the chosen dissenter cannot embrace the chosen path, yielding suboptimal commitmentpath, yielding suboptimal commitment

Concrete objectives can be defined, Concrete objectives can be defined, alternatives discussed, and dissenting alternatives discussed, and dissenting views airedviews aired

A willingness to compromise in view of A willingness to compromise in view of the strategy can result in buy-in to the the strategy can result in buy-in to the path selectedpath selected

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The Fourth StepThe Fourth Step

Interdependence is a crucial aspect of this Interdependence is a crucial aspect of this step, providing a reliance one upon step, providing a reliance one upon anotheranother Being aware of personal vulnerability Being aware of personal vulnerability

provides impetus to deliver on our provides impetus to deliver on our promises, as we expect others to dopromises, as we expect others to do

The effective team environment is one The effective team environment is one in which the individual members are do in which the individual members are do not consider it acceptable to let other not consider it acceptable to let other team members failteam members fail

‘‘All for one and one for all’ -DumasAll for one and one for all’ -Dumas

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FinallyFinally Results can be expected when the Results can be expected when the

foundations are sound and the individual foundations are sound and the individual needs and expectations are fulfilledneeds and expectations are fulfilled

In this environment, individuals bow to the In this environment, individuals bow to the greater needs of the group or organization greater needs of the group or organization as they:as they: Understand the need for the selected pathUnderstand the need for the selected path Have shared their views and been respectfully Have shared their views and been respectfully

addressedaddressed Have trust in the other members such that they Have trust in the other members such that they

understand that their compromise is the logical understand that their compromise is the logical course of action, and others will also exercise the course of action, and others will also exercise the logical course of action as necessary – logical course of action as necessary – Consistency and fairness to allConsistency and fairness to all

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Trust

Open Communications

Commitment

Interdependence

Results

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An additional An additional perspective…perspective…

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How does How does the the

company company work?work?

Com pany

TacticalRequirem ents

ExecutiveLeadership

Strategy

Goals

Project P lans

ProjectM anagm ent

JobPerform ance

Productivity

Rew ards

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How do people work?How do people work?

JobPerform ance

Job SatisfactionM otivation

Individual

Perform anceAppraisal

Rew ards

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How are they How are they related?related?

Com pany

TacticalRequirem ents

ExecutiveLeadership

Strategy

Goals

Project P lans

ProjectM anagm ent

JobPerform ance

Productivity

Rew ards

Job SatisfactionM otivation

Individual

Perform anceAppraisal

Rew ards

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ImplicationsImplications

We must understand the mechanisms at We must understand the mechanisms at play within the organization which play within the organization which circumvent the processes and intentions circumvent the processes and intentions of the actionsof the actions

By addressing these issues, we can get to By addressing these issues, we can get to the root problems that detract from our the root problems that detract from our resultsresults

We must develop this foundation to truly We must develop this foundation to truly lead, otherwise we are simply managinglead, otherwise we are simply managing

Let’s examine some example cases:Let’s examine some example cases:

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Example 1Example 1

In a weekly staff meeting, a manager In a weekly staff meeting, a manager suggests a new program that she suggests a new program that she suggests be implemented, requesting suggests be implemented, requesting feedback from the team. No discussion feedback from the team. No discussion ensues in the meeting, but after the ensues in the meeting, but after the meeting there are many discussions in meeting there are many discussions in the hallway and elsewhere.the hallway and elsewhere.

What is the probability of new program What is the probability of new program success, and what is occurring here?success, and what is occurring here?

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Example 2Example 2

A leader responsible for a very large A leader responsible for a very large program is reporting subpar metrics program is reporting subpar metrics regarding the program, and clarifying regarding the program, and clarifying that this does not imply the program is that this does not imply the program is in trouble. With extensive justification, in trouble. With extensive justification, the status report is simply accepted and the status report is simply accepted and discussion moves on to the next topic.discussion moves on to the next topic.

Is this an effectively functioning group? Is this an effectively functioning group? If you were the leader would you be If you were the leader would you be concerned? concerned?

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Example 3Example 3

A leader attends a meeting where A leader attends a meeting where disparaging comments are heard disparaging comments are heard about several members of the about several members of the leader’s team. The leader leader’s team. The leader immediately stands up for the team immediately stands up for the team members, clarifying their members, clarifying their contributions to the organization.contributions to the organization.

What could the leader expect from What could the leader expect from their team over time, and what is their team over time, and what is necessary to accomplish this?necessary to accomplish this?

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Example 4Example 4

You attend a staff meeting where a You attend a staff meeting where a suggestion is made to change a suggestion is made to change a standing process. The meeting erupts in standing process. The meeting erupts in conflicts, with many members conflicts, with many members disagreeing and suggesting disagreeing and suggesting alternatives, while others argue alternatives, while others argue vehemently in favor of the proposal. The vehemently in favor of the proposal. The meeting takes much longer than meeting takes much longer than planned.planned.

What is going on here, and is this What is going on here, and is this desireable?desireable?

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PeoplePeople

Attitudes

Actions Behaviors

Motivations

Beliefs

We must predict and modify human behaviors to succeed

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This leads to motivation This leads to motivation theorytheory

What is it that makes people What is it that makes people choose to do the things they do?choose to do the things they do?

Can we make some sort of Can we make some sort of predictions related to situations predictions related to situations and individuals?and individuals?

Can we expect any validity to our Can we expect any validity to our predictions?predictions?

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Motivation TheoriesMotivation Theories

Goal Setting TheoryGoal Setting Theory People who set goals get more donePeople who set goals get more done

Attribution TheoryAttribution Theory We attribute behaviors to what we We attribute behaviors to what we

observe – We tell storiesobserve – We tell stories Equity TheoryEquity Theory

My input / My output should be My input / My output should be equal to Your input / Your outputequal to Your input / Your output

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Motivation TheoriesMotivation Theories

Reinforcement TheoryReinforcement Theory Like Pavlov’s dogsLike Pavlov’s dogs Events following a behavior Events following a behavior

reinforce that behavioral choicereinforce that behavioral choice Expectancy TheoryExpectancy Theory

Behavior – Performance LinkBehavior – Performance Link Performance – Reward LinkPerformance – Reward Link Desire for the rewardDesire for the reward

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Recommendations to Recommendations to ConsiderConsider

We can predict with some degree of We can predict with some degree of accuracyaccuracy We must pay attention to what we observeWe must pay attention to what we observe We must classify data regarding We must classify data regarding

suggested preferences and choicessuggested preferences and choices We must always keep in mind that our We must always keep in mind that our

assessments are not a certainty, but assessments are not a certainty, but rather a potentialrather a potential

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SummarySummary

The construct of leading peopleThe construct of leading people Foundations required to get resultsFoundations required to get results A view of the Organizational A view of the Organizational

OperationOperation ImplicationsImplications Example situationsExample situations Motivation theoriesMotivation theories Recommendations to considerRecommendations to consider