Presentation on theme: "THE POWER OF MOTIVATION IN A LANGUAGE SCHOOL"— Presentation transcript:
1 THE POWER OF MOTIVATION IN A LANGUAGE SCHOOL PASE CONFERENCE 2011THE POWER OF MOTIVATION IN A LANGUAGE SCHOOLby Wojciech Graniczewski
2 RECENT TRENDS IN ORGANISATION Innovation and change versus stagnationVariety versus homogeneityFlexibility versus stability
3 RECENT TRENDS IN MANAGEMENT Flat structures versus pyramid structuresNew approach to leadership and motivation
4 THE NEEDS OF OUR STAFF ARE STILL SIMILAR BUT THE CIRCUMSTANCES ARE DIFFERENT We need to find new ways to satisfy(and manage) the needs of our employees
5 FACTORS AFFECTING JOB ATTITUDES Leading to dissatisfaction(extrinsic)Leading to satisfaction(intrinsic)Company policyAchievementSupervisionRecognitionRelationship with the bossWork itselfWork conditionsResponsibilitySalaryAdvancementRelationship with peersGrowth
6 What is motivation at work? High motivation is a staff member’s visiblepositive attitude towards the school, its goalsand the job to be done, demonstrated in action.
7 What are the main motivational drives? LIGHTtowards benefitsaway from problemsDARKNESS
8 Understanding staff needs and drives is the first step towards effective management of motivation at work.Our staff can either make or breakour school’ s business. Their positiveattitude is essential for our success.Our responding to the expectationsand needs of our staff is as importantas it is with regard to customers.We must define the roles that our staffmembers play in the school’s successand make sure they perform them effectively.
9 Our staff want to: earn wages that will enable them to pay their bills have medical and other insurance coveragesave for old age security benefitsacquire friends at workwin recognitionbe acknowledged for special efforts and contributionshave opportunities for self-developmentimprove their skills, knowledge, and know-howdemonstrate and use special gifts and abilitiesrealise their ideal(s).
10 Our staff also expect:knowledgeable, experienced, and expert managementclear and fair policies, procedures, and work standardsbusiness integrityclear job descriptionstwo-way communicationseffective supervision and positive disciplinegood company repute and customer relationscompany survival and growthopportunities for personal growtha share in the company's success
11 Good employers respond to those needs by offering and providing: adequate pay and job security (to the degree possible)clear company policiesorganised work procedures and standardsa safe and fair work environmentan atmosphere of teamwork and cooperationopen lines of communication (formal and informal)systematic feedbacksocial activities and other benefits
12 Good employers respond to those needs by offering and providing: training and development programsopportunities for promotioncompany / industry informationinformation on customer feedbackinformation on the market situationsharing of company goals and objectivesfuture expectationsplans for the futureguidance, mentoring and coachingadequate motivation
13 UNDER CONSTANT SCRUTINY As school owners and managers we are under constant scrutiny by the people we hire. Our staff care to know to whom they entrust their fate, reputation and security.They consider their work as a major factor that shapes their lives and the lives of those dear to them.Once they feel confident that the employer and their place of work is what they wished for and expected, they are ready to contribute above and beyond "the call of duty“.
14 THE SKILL / WILL MATRIX(or train)(or promote)(or dismiss)(or whip)The matrix can be used to assess your employee's skill and willingness (motivation) to do a specific task or job.Based on that assessment, you can choose how to best manage the employee towards success.
15 PRINCIPLES OF GUIDINGBe clear regarding expected outcomes and limitations of time, budget, etc.Discuss and set methods.Check for understanding.Identify and provide required training.Accept early mistakes.Give responsibility and authority for the pieces of tasks employee can do.Structure tasks to minimize possible risks to employee and company.Provide frequent feedback.Require frequent checking early in the project, but relax control asprogress is shown.Praise and reward for success.
16 PRINCIPLES OF DELEGATING Be clear regarding expected outcomes and limitations of time, budget, etc.Involve in decision-making.Frequently ask employee for opinions.Check for understanding.Give responsibility and authority because employee is competentand committed.Provide feedback.Ask for checking at key milestones or when employee has questions.Praise and reward for success.
17 PRINCIPLES OF DIRECTING Discuss what would motivate employee. Agree on what is possible.Be clear regarding expected outcomes and limitations of time, budget, etc.Set clear rules, methods, and deadlines.Check for understanding.Give responsibility and authority for the pieces of tasks employee can do.Structure tasks for quick wins.Identify, organise and provide required training.Provide frequent feedback.Require frequent checking.Praise and reward for success.
18 PRINCIPLES OF EXCITING (motivating people) Discuss why task is important and why employee is best choice.Show future benefits and gains.Discuss what would motivate employee. Agree on what is possible.Be clear regarding expected outcomes and limitations of time, budget, etc.Check for understanding.Give responsibility and authority because employee is competent.Provide frequent feedback.Require frequent checking (verbal or written).Praise and reward for success.
19 Participatory management versus autocratic management Leader DecidesFollowers DecideAutocraticConsultativeGroup DecidesDelegationDecide and TellDecide after consultation and/or recommendationFollowers share in decisionDelegation of decision with clear parametersStyle #1: Autocratic Decide unilaterally and announce decision.Ask for paraphrase to make sure you have been clear.Style #2: Consult Almost decided, check reactions before final decision.Style #4: Majority Majority vote with leader having one vote ... no veto power.Style #6: Delegation Delegate the decision with clear parameters of freedom.Ask for paraphrase to make sure clear.Style#3: Recommend Solicit inputs before deciding.Style #5: Consensus All agree after discussion.
20 What are the most effective modern ways of motivating people for good work? Participatory managementCoachingCross-trainingDelegation of responsibilitySystematic supportive evaluation
21 COACHINGThe overall purpose of coaching is to provide help and support to people in an increasingly competitive and pressurised world in order to help them make right decisions, develop their skills, improve their performance, increase their motivation and maximise their potential.”Coaching encourages learning, invites creativity and delivers higher performance. It respects the individual, builds confidence and generates a culture where responsibility sits with the performer, not the manager” (Downey)”Unlocking a person’s potential to maximise their performance It is about helping them learn rather than teaching them”. (Whitmore)
22 COACHING Coaching is: future-oriented rather than past-oriented about ”how” questions rather than ‘’why” questionsabout empathising with people in order to help them move forwardabout inviting people to find their own solutionsabout motivation for better performance and developmentCoaching helps:to invent and verbalise solutions to problems,to see and present a broader pictureto compare intended behaviour with actual behaviour and motivate forchanges
23 CROSS-TRAINING improves understanding of different departments Cross-training is a motivational and problem-solving technique. It should be carefully planned and presented as a learning opportunity (ex. to show to BO staff what FO does or to teachers what administrators do, and vice versa).Cross training:improves understanding of different departmentsincreases job flexibilityprevents stagnation, leads to better coordination and teamworkerases differences, enmity and unhealthy competitionincreases knowledge, know-how, skills and work performanceleads to the sharing of overall organisational goals and objectivesimproves overall motivation and the sharing of responsibility
24 JOB ROTATIONJob rotation is a more sophisticated form of cross-training. It usually involves extended periods.With job rotation, the employee is not considered as a trainee, but is responsible over certain job functions, for which he or she has to prove himself.Both cross-training and job rotation create a team of workers who are more knowledgeable, can easily replace each other when needed and who gain new confidence regarding their professional expertise. These two techniques lead to greater motivation throughout the company.
25 MOTIVATION SOME MYTHS AND TIPS Can we really motivate people?Not really – they have to motivate themselves.We can't motivate people any more than we can empower them by giving them decent working terms and conditions, training, authority, responsibility, challenges , sense of purpose, esteem and opportunities for development and self-realisation.We need to set up the environment where our employees best empower and motivate themselves. The key is knowing how to set up such environment for each of your employees as well as for the whole team.
26 MOTIVATION SOME MYTHS AND TIPS You know what motivates you, and so you knowwhat will best motivate your employees.Not really. Different people are motivated by different things A key to success is to understand what motivates each individual.You can't comprehend the principles of employeemotivation because it is a science.Not true. There are some very basic steps you can take to support your employees to motivate themselves towards increased performance in their jobs.
27 MOTIVATION SOME MYTHS AND TIPS Money is a the best motivator.Not really. Money, a nice office and job security can prevent people from becoming less motivated. However, usually they don't help people to become more motivated.Fear is a very effective motivator. Perhaps. But for a very short time.Increased job satisfaction means increased job performance.Research shows this isn't necessarily true at all. Increased job satisfaction does not necessarily mean increased job performance. If the goals of the organization are not aligned with the goals of employees, then employees aren't effectively working toward the mission of the organization.
28 MOTIVATION SOME MYTHS AND TIPS Motivating employees starts with motivating yourself.Yes. Enthusiasm is contagious. If you're enthusiastic about your job, it's much easier for others to be enthusiastic too. A great place to start learning about motivation is to start understanding your own motivations.Supporting employee motivation is a process, not a task.Organizations change all the time, as do people. Therefore it is an ongoing process to sustain an environment where employees can strongly motivate themselves.Have one-on-one meetings employees regularly, not onlyfor annual appraisal.A very good idea. Employees are motivated more by our care and concern for them than by our supervision. Getting to know them better can’t happen unless we set aside time to be with each of them from time to time.
29 MOTIVATION SOME MYTHS AND TIPS Cultivate strong skills in delegation.Convey responsibility and authority to your employees. Let them carry out certain tasks and decide how they will carry out the tasks.Delegation not only free up a great deal of time for you but also allows employees to take a stronger role in their jobs, which usually leads to more satisfaction, fulfillment and motivation as well.Implement at least the basic principles of participatory management.Use them to identify the most important goals, to check if the goals are being met and to decide about possible corrective actions.Establish goals that are SMARTER: specific, measurable, acceptable, realistic, timely, extending of capabilities, and rewarding to those involved.
30 MOTIVATION SOME MYTHS AND TIPS Reward for good performance. Focus on employee behaviors, not on employee personalities. Performance in the workplace should be based on behaviors toward goals, not on gaining popularity.Reward soon after you see it. The shorter the time between an employee's action and your reward for the action, the clearer it is to the employee that you highly prefer that action. Celebrate achievements We are often focused on a getting "a lot done". This usually means identifying and solving problems. Experienced managers know that acknowledging and celebrating a solution to a problem can be every bit as important as the solution itself. Without ongoing acknowledgement of success, employees become frustrated, skeptical and even cynical about efforts in the organization.
31 LEADER’S DOS AND DONT’S SUPPORTING BETTER MANAGEMENT AND FOSTERING MOTIVATION 1. DO what you say you are going to do when you are going to do it.2. DO be responsive (return phone calls, s).3. DO publicly support your people (never reprimend them in public). 4. DO admit your mistakes and take responsibility for your actions. 5. DO ask and listen. 6. DO smile and laugh. 7. DON'T show anger or be cold, distant, rude and unfriendly.8. DON'T send mixed messages to your employees so that theynever know where you stand and what you want.9. DON'T BS your team.10. DON'T jump to conclusions without checking your facts first.