Rex Gatto Ph.D.,BCC Gatto Associates, LLC 750 Washington Road Pittsburgh PA 15228 412-344-2277 .

Motivating Others: Is Extending the Carrot

Enough?

Rex Gatto Ph.D.,BCC

Gatto Associates, LLC

750 Washington Road

Pittsburgh PA 15228

412-344-2277www.rexgatto.com

This presentation is based on the books:

Smart Manager FAQ by Rex Gatto

Herzberg: Motivation and Hygiene Factors by Alan Chapman

Organization Behavior Structure ProcessBy James Gibson

Overview

Soft Skills #1

Soft skills are personal attributes that enhance an individual's interactions, job performance and career prospects.

Unlike hard skills, which are about a person's skill set and ability to perform a certain type of task or activity, soft skills are interpersonal and broadly applicable.

Soft Skills #2

Soft skills are often described by using terms associated with personality traits, such as:◦ optimism◦ common sense◦ responsibility◦ a sense of humor◦ integrity

Soft Skills #3

Abilities that can be practiced (but require the individual to genuinely like other people) such as:

empathy teamwork leadership communication good manners negotiation sociability the ability to teach.

OLD ADAGE

Hard skills get you the interview but soft skills get you the job.

Defining Motivation Motivating Boomers, Gen X-ers and Y-ers Motivating Factors Feedback and Development How Motivation Enhances Performance Motivational Strategy

Overview

Defining Motivation

Motivation is the desire that energizes a person to do certain things based on the wants and needs of a person.

Motivation

If a person wishes to meet these wants and needs, then it up to the person to motivate self so that s/he takes key actions.

Effort – Desire – Willingness

Motivation can be caused by

Rewards – Benefits – Achieving Goals

Motivation

Ask what motivates YOU What’s to be accomplished Challenges Encourage risk-taking Right communication Ask “What’s in it for me” Identify the trade-offs

What causes you to take action?

Motivation

Defining Motivation

Physical and mental effort expended toward a goal

Extrinsic: outside recognition, praise, reward

Intrinsic: internal pride, fulfillment, self actualization

Performance=competence x motivation

Intrinsic Motivation

Extrinsic Motivation

Maslow

Hierarchy of Needs

Hertzberg

Satisfiers and Dissatisfies

“The factors which satisfy people at work are different

to and not simply the opposite of the factors which

cause dissatisfaction.”

Hertzberg

Satisfiers and Dissatisfies

Satisfiers = factors involved in doing the job

Dissatisfies= factors which define the job conditions

(hygiene)

Herzberg Motivator factors

(satisfiers)◦ Achievement◦ Advancement◦ Opportunity◦ Appreciation◦ Praise◦ Earned recognition◦ Personal growth◦ Acceptance◦ Work itself

Hygiene Factors (dissatisfiers)◦ Wages◦ Work conditions◦ Company policies◦ Organizational structure◦ Coworkers◦ Management

personalities◦ Facilities

Two Models of Motivation

Maslow

◦Self Actualization

◦Self Esteem◦Belonging◦Safety◦Physical

Hertzberg

◦Satisfiers Motivating Factors◦Dissatisfiers Hygiene Factors

Manager/Partner Job:Define purpose and directionGet resources, people, systems, and toolsCreate a plan to achieve the taskSet quality standardsControl and maintain work flowMonitorReport progressReview, reassess, and adjust the plan

If in place, they are motivators!

Different Generations in the Workplace (Managing today’s Multigenerational workforce by Adecco)

Traditionalist 8% of the workforce

Boomers 41% of the workforce

X Generation 30% of the workforce

Y Generation 21% of the workforce

Z Generations 0%

Motivating Traditionalists ( born before 1945)

Silent and Greatest generation

High respect for authority

Follow rules and regulations/hard workers

View work as an obligation

Like a direct and commanding leader

Technically challenged/like 1 on 1 communication

Motivating Boomers (1946-1964)

Security, work ethic and advancement

Self actualization through work, personal growth, and self improvement

Health and wellness

involvement and team work

Recognition, feel rewarded, and participatory management

Motivating Gen X (1965-1983)Diversity with challenging work

Global thinking through connectivity and the internet

Life balance or flexibility to work, non traditional hours and work from home

Loyalty is directed more to partners/managers than the organization

They like fun, informality, and self reliance, Gen X is the generation that is more concerned about building resumes full of experiences and references, not long-term relationships with organizations. Loyalty Unplugged by Buahene & Kovary (2007).

Motivating Gen Y (1984-2002)Gen Z 2003 – digital generation

Optimistic, civic minded, and confident Achievement oriented Sociable, moral, street smart, and diverseHaven’t experienced losingReceived gold stars at school Whole team received trophiesTheir opinions listened to; their suggestions

acted onThey entered the workplace looking for

parents.

Why Gen X and Y-ers stay or leave

Boredom ranks high on the Xers and Yers list of reasons to stay or leave a firm.

Since compliance is a routine function, accounting firms are at risk.

What motivates: career opportunities, environmental policies, ethical companies, a strong employment brand, approachable managers and partners (less intimidating), focus on mentoring

Generation Y What it Means for CA, by Andrea Roberts

Strengths and Talents

The Abbreviated Motivational Profile outlines the reason we put out effort that fulfills our strengths and talents

Performance = Competence X Motivation

Develop Your Motivational Profile

Read the statement and rate it 5 = high 1= low

Motivational ProfileStatement Rating

I am able to advance in my firm. Opportunity =5 – not at all = 1

I feel a sense of personal growth through my work.

Frequently =5 – not at all = 1

I feel I work well within my team. Very well =5 – not well = 1

I feel challenged in the work that I do.

Frequently =5 – not at all = 1

I feel I have an opportunity to develop my talents through my job.

Frequently =5 – not at all = 1

Motivational Profile #2

Statement Rating

I give myself credit for a job well done.

Frequently =5 – not at all = 1

I am praised for a job well done. Frequently =5 – not at all = 1

I am appropriately compensated for my work.

Very fairly =5 - poorly = 1

I know what I want to professionally achieve.

Frequently =5 – not at all = 1

I put forth a great deal of effort in my work.

Frequently =5 – not at all = 1

Score

50-43: High Motivation Factors

42-34: Moderate Motivation Factors

33 & below: Low Motivation Factors

What motivates you?

What’s your Motivation?

Score

What are your top two Motivation Factors?

What are your bottom two Motivation Factors?

What could you do to be more motivated?

Ways to Motivate

Listen to people’s needs Acknowledge how people

feel Be honest Support teamwork Encourage Challenge/job innovation Promote satisfaction

between worker and his/her responsibilities

Demotivating StatementsI am the boss so do as I say

You can’t motivate people without rules, regulations, and procedures

It’s important not to rock the boat.

The goal is the most important thing “just do it”.

Demotivating Statements #2

Let the majority decide.

I am the boss and my task is to sell my ideas to my subordinates

People should be controlled.

Thought Provoker

Most Common Inducements

Inducement systems are those design aspects of an organization, which act to energize, direct, or sustain behavior within the organization. 

Motivational Inducement SystemReward,Task, Managerial, and

Social

Workplace energizers, to sustain behavior

Reward System

Implementation of formal reward systems in the organization, such as the compensation and the promotional systems.  Ex. pay raise may be a form of pure instrumental motivation, or it may provide the basis upon which the individual’s self perceptions are reinforced or enhanced.

Task System

• Job responsibilities, task or duties

• One’s contribution to the success of the task

Competencies and values that comprise a role-specific identity that may be crucial to an individual’s self concept.   

Managerial SystemLeadership style or characteristics 

Leadership style, in terms of conditional/unconditional feedback, impacts one’s self-perception as well as one’s self esteem. 

Social SystemPeople are motivated by the rewards/punishments enforced by the organization

Individuals are motivated to demonstrate the traits, competencies, and values which are important to the team/department/firm 

Motivational Equity Theory

I feel that my input (work) is less than the output ($, benefits, fulfillment)

I feel lucky, feel I do not have to

work as hard compared to what I am getting (athletes and CEOs)

Motivational Equity Theory

I feel that my input (work) out weighs the output ($, benefits, fulfillment) De-motivation is proportional to

the perceived disparity between inputs and expected outputs.

Some people reduce their effort and are disgruntled, or are outwardly difficult, and even disruptive.

Motivational Development

Key to firm success is to ensure people are in a growth and developmental process and fairly compensated

Focus is on the development of skills, behaviors, and needed technical knowledge

There is measurable growth each year

Development of Motivated People

Partners/manager need to define the performance

factors that create consistency through a common performance

language

Coaching-Feedback

Feedback to Motivate(all feedback is positive)

Supportive: maintain strengths

Corrective: enhance your actions or skills

FEED THE FUTURE

Job-related Feedback

Motivational Factors of Feedback

SARA

People do not have to go through all 4 stages

Be SMART: Specific, Measurable, Action oriented, Realistic and Time bound

Smart Goals(Action Planner)

How to Give/Receive Praise and Reprimand to Motivate

State/Listen to the issues

Identify and focus on facts

Discuss resultsFocus on the employee

Listen without rebuttal

Why Praise and Reprimand

Why do you Praise?

Why do you Reprimand?

Workplace Motivation

Opportunity + desire + ability Identify what you want to accomplishBe realistic Identify your biases (likes & dislikes)Give yourself and others recognition

Workplace Motivation #2

Take actionHave courageCommunicate on the level of the listener

Answer what is in it for ME Identify the trade-offs

Leaders who Motivate

Development of Present and Future Leaders

Feedback as a developmental process to support individual growth.

What are you doing right:Catch them doing something rightTell them and Reward them (spot bonus or comp time)

Summary

Action Plan

What will you now do differently?

What actions can you maintain or enhance?

What actions can you change?

Challenge

Challenge yourselfTo be the best version of you.

Are you that best version NOW?