1. Develop yourself as a Team Leader M2.01

2. Last week… How much do you remember?

3. What about Trust?

4. Communicating in the workplace SenderMessage Channel Receiver Feedback

5. 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

6. 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’

7. Would it be useful to know what motivates you? Would it be useful to know what motivates others? Why learn about motivation?

8. The Manager’s Map Those 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 Motivated NOT Motivated

9. 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?

10. Values Beliefs Culture Experience Influences ULTIMATELY – “What’s in it for me?” WE ARE ALL MOTIVATED BY DIFFERENT THINGS

11. 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

12. “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”

13. MASLOW’S HIERARCHY OF NEEDS Self actualisationSelf EsteemLoveSafetyPhysiological Hierarchy of Human Needs 1954

14. MASLOW’S HEIRARCHY OF HUMAN NEEDS Security/ Safety Stability Safety Permanent job Peach Physiological Food Air Water Sleep Warmth Social/ Affiliation Acceptance Affection Belonging Friendship Ego/Esteem Achievement Confidence Self respect Recognition Self Actualisation Personal development Self fulfilment

15. Activity 1.Score each area 1-10 (1 low, 10 high) 2.Identify why you have given each area this score 3.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

16. Would you say that the things that motivate people are the opposite of the things that de- motivate? HERZBERG: THE TWO FACTOR THEORY

18. 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 advancement Hygiene factors are working conditions, wages, job security. Absence of these can de-motivate but not necessarily motivate

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

20. Expectation of basic performance Time keeping Absenteeism Conduct Levels of performance Attitudes and behaviours

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

22.  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

23.  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

24. 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 better Feedback and communication is key !

25. 1.Give feedback on specific actions done well 2.Suggest how they could improve it or make it better next time. 3.Overall feedback of positive result FEEDBACK SANDWICH – focus on success

26. 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

27. 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…

28. 1.Sense of achievement 2.Responsibility 3.Recognition 4.Advancement 5.Challenging work WHAT COULD YOU DO TO GENERATE THE FOLLOWING IN A TEAM IN YOUR AREA?

29. Answers 1.Clear objectives 2.Delegation 3.Feedback 4.Job enrichment 5.Empowerment

30. 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

31. 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

32.  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?