1. PINNACLE CONSULTING & COACHING / TABLE GROUP CONSULTING PARTNERS
Learning to Become a Motivational Leader
2013 NASACT Conference
BUD WRENN
PINNACLE CONSULTING & COACHING / TABLE GROUP CONSULTING PARTNERS

2. KEYS TO A SUCCESSUL ORGANIZATION

3. Smart Healthy Products & Services High Clarity Strategy Low Politics
Market
Low Turnover
Technology
High Morale
Finances
Flexibility
Technical Skills
Customer Sat 3

4. A safe place requires trust at its most foundational level.
THE BASIC FOUNDATIONAL NEED OF EVERY EMPLOYEE: THEIR WORKPLACE TO BE A SAFE PLACE.
A safe place requires trust at its most foundational level. 4

5. Organizational Health – Focus on the Company…
A CULTURE OF EMPLOYEE MOTIVATION
Organizational Health – Focus on the Company…
Team Collaboration – Focus on others…
Employee Engagement – Focus on me…
Levels of Employee Motivation 5

6. Levels of Employee Motivation
Foundational Level: Employee Engagement
High levels of employee engagement help employees...
…to see beyond themselves to the grander opportunities and goals of the business,
…to appreciate the opportunities and benefits of working together.
…become more willing to give up some of their individuality for the benefit of the larger organization. 6

7. Moving Beyond Myself: Team Collaboration
A culture of team collaboration takes hold when….
…Individual employees are getting their own needs for personal significance met.
… They understand the reality that a true team of qualified employees will make better decisions - They are willing to put their own energy, thinking and efforts into the service of the team 7

8. Cultural Objective: Organizational Health
The employee shifts perspective toward the company goals and welfare, committing to ‘Organizational Health’. In healthy organizations…
… Teams strive to be cohesive and collaborative
… Goals are aligned with overall organizational direction. 8

9. In healthy organizations…
… Leadership consistently communicates the organization’s direction,
… Employees fully understand and take ownership of that direction.
… Principles of organizational health are driven into the human and technical systems, creating a sustainable culture of continuous improvement. 9

10. EMPLOYEE ENGAGEMENT – THE COMPONENTS10

11. Understanding components of engagement helps managers…
…take a targeted approach in engaging their employees
…understand components on which they may be strong or week. 11

12. Per Gallup, of the American workforce….
29% are actively engaged.
55% are not engaged.
16% are actively disengaged. 12

13. Actively disengaged employees cost the American economy $350B per year13

14. Three questions employees are asking….
- Who around here really knows me?
- Is my work impacting the lives of others?
- How am I doing? 14

15. Preventing the Three Major Factors that Cause Job Misery15

16. Misery Factor #1
ANONYMITY - The feeling that people get when they feel unknown or invisible at work. 16

17. The Key Questions - Who knows me? - Do others know me?
- Do I fit in here? 17

18. Anonymity is more about ‘others-identity’ of me.18

19. The major driving force affecting Anonymity: The Employee / Manager Relationship
- There is often a direct relationship between the quality of this relationship and the feeling of anonymity of the employee 19

20. Dealing with Anonymity
… Spend time to get to know your people – even outside work
… Adapt your own leadership style to ‘fit’ each employee 20

21. ‘Getting to Know Your People’
1.  If you could go back in time, what about your life would you change or do differently?
2. Other than parents or a spouse, who has been the greatest influence on your life and why?
3. How do you define success? 21

22. 22

23. Misery Factor #2
IRRELEVANCE - The sense that my work no real impact on the lives of others. If I don’t show up for work, or do my job well, it wouldn’t really matter to anyone. 23

24. - Is my work impacting the lives of others? Who?
The Key Questions
- Who do I help?
- Is my work impacting the lives of others? Who?
- Does my work matter to the company’s goals? 24

25. Factors that Prevent Relevance - Personal & work-related insecurities25

26. … Infatuation with ‘The Weeds”
Manager Insecurities
… Inability to ‘let go’
… Infatuation with ‘The Weeds” 26

27. Dealing with Irrelevance
- Spend time to get to know your people personally – even outside work
- Adapt your own leadership style to ‘fit’ each employee 27

28. Dealing with Irrelevance
- Get to know their strengths, personalities, etc. & help them leverage them
- Demonstrate personal vulnerability: Come to grips with your own insecurities, strengths and your weaknesses, and deal transparently with them 28

29. 29

30. Misery Factor #3
IMMEASUREMENT - the inability of an employee to assess his or her own level of contribution and success; a feeling of ambiguity about one’s own performance. 30

31. The Key Questions - How am I doing? - Can I know how I’m doing?
- If I’m performing well, or not, what are the implications?
- Will my manager honestly talk with me about how I’m doing? 31

32. To do well, good employees need….
- a sense of control
- something meaningful to commit to
- a strong sense of empowerment
- a manager relationship built on mutual accountability 32

33. A major cause of Immeasurement:
- Lack of a clear, corporate definition of ‘accountability’. 33

34. Dealing with Immeasurement
- Establish a clear mutual, corporate understanding of accountability with your people 34

35. Dealing with Immeasurement
- Regularly check / update internal measurement systems
Commit to regular, high quality feedback with employees (not an afterthought) 35

36. TEAM COLLABORATION – MAKING ENGAGEMENT SUSTAINABLE36

37. A healthy team-based culture allows the employee to find achievement at a different level.37

38. 1) Development of a ‘team health’ culture creates the most sustainable Employee Engagement38

39. 2) Not just any collection of individuals is a “team”
2) Not just any collection of individuals is a “team”. An understanding of team goals and dynamics is critically important. 39

40. 2013 NASACT Conference