Motivation

Motivation   A key component of the leadership process is to

engender willing alignment with organizational goals.

  This process is motivation – installing an “engine” of desire to achieve.

  This is not the same as compliance – compliance is movement; motivation is energizing.

“A leader takes people where they want to go. A great leader takes people where

they don’t necessarily want to go, but ought to be.”

  Rosalyn Carter

Maslow’s Need Hierarchy

Physiological

Security

Belongingness

Esteem

  Self Actualization

Herzberg’s Two Factor Theory

 Zero

 Dissatisfaction

 Satisfaction

Herzberg’s Two Factor Theory

Hygiene Factors vs. Motivators

Hygiene factors bring one to “zero state”

 Hygiene  Pay

 Working conditions  Co-workers

 Working Hours

 Motivators  Nature of the

work  Recognition  Responsibility

 Sense of Achievement

Four Emotional Drives

 Employee Motivation: A Powerful New Model, Nitin Nohria, Boris Groysberg, and Linda-Eling Lee; HBR, July 2008

DRIVE PRIMARY LEVER ACTIONS Acquire Reward System •  Sharply differentiate good performers from

average and poor performers • Tie rewards clearly to performance • Pay as well as your competitors

Bond Culture •  Foster mutual reliance and friendship among coworkers • Value collaboration and teamwork • Encourage sharing of best practices

Comprehend Job Design • Design jobs that have distinct and important roles in the organization • Design jobs that are meaningful and foster a

sense of contribution to the organization

Defend Performance Management and Resource Allocation Processes

•  Increase transparency of all processes • Emphasize their fairness • Build trust by being just and transparent in

granting rewards, assignments, and other forms of recognition

Job Design Employee motivation can be achieved through jobs designed to generate experiences for the employee of

•  Meaningfulness •  Skill variety •  Task identity •  Task significance

•  Responsibility •  Autonomy •  Complete work “unit”

•  Knowledge of the results of one’s efforts •  Feedback

 Hackman and Oldman, 1980; Pinder, 1984

Motivation: Cross-Generational Leadership Approach Across the Generations

Baby Boomers

• Engage through challenging, stimulating work that makes a difference to the organization • Provide clear measure of performance • Provide accurate monitoring, evaluation, & doc of work

performance with specific feedback • Provide fair distribution of recognition and reward for hours worked

Gen X

• Engage through challenging, stimulating work that makes a difference to the organization • Provide opportunities to grow • Allow to make choices • Provide opportunity for healthy work/life balance/flexibility

Gen Y

• Engage through challenging, stimulating work that enables them to learn new skills • Provide a collaborative work environment and opportunities for

training, coaching, and mentoring from seasoned professionals • Encourage risk taking and learning through their experiences and

mistakes • Provide frequent praise, recognition, & job related feedback

Cross-Generational Leadership

  Be clear on what you value, lead by example, foster an open exchange of ideas, & provide support

  Treat everyone with respect   Give everyone a chance to think for

themselves   Establish clarity & individual alignment with

the vision and mission   Coach / Mentor   Enable social opportunities for generations to

develop relationships   Provide praise and recognition

 “Rewarded and recognized is repeated.”  -Michael LeBeouf

“Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it’s amazing

what they can accomplish.”

-Sam Walton

Failure Is Not An Option

Summary   Motivation comes from within.   We can only set up a motivating environment.   Don’t underestimate the power of a compelling

purpose.   The best motivators are “free.”