building engaged teams
DESCRIPTION
Leadership, motivation and engagement are intertwined. This presentation discusses their sweet overlapTRANSCRIPT
![Page 1: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/1.jpg)
PowerPoint has new layouts that give you more ways to present your words, images
and media.
Ali Anani
Building Engaged Teams
Change of Business Direc-tion • Scope and Needs of
Balancing Change and Stability• Description of the sub con-
tents
Teamwork Productivity• Engagement and Alignment
![Page 2: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/2.jpg)
What motivates people to go to work?
![Page 3: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/3.jpg)
What Is Motivation?
Motivation simply put, is the driving force to move to a certain goal
![Page 4: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/4.jpg)
What Is Loss of Motivation?
Loss of motivation leads to the loss of the self-drive to act, loss
of energy and dominance of negative
thinking
![Page 5: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/5.jpg)
Loss of motivation
root causes
Change
Negative experiences
![Page 6: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/6.jpg)
Very
Low
Very
Hig
h
Profitability is largely driven by employees and their level of
motivation
![Page 7: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/7.jpg)
External Drive
Internal Drive
Moving Away from Goal
Moving towards Goal
The stick
Here is the
carrot
I am not going to
do it
I am going to
do it
![Page 8: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/8.jpg)
In a Team You May Have the Four Types
External Drive
Internal Drive
Moving Away from Goal
Moving towards Goal
Do, or else!
Do it and get a
bonus
I am not going to
do it
I am going to
do it
![Page 9: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/9.jpg)
For organizations to be globally successful over the long term they need to better protect their worker assets from loss of motivation.
![Page 10: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/10.jpg)
Identify your compass of motivators
![Page 11: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/11.jpg)
Cash Motivation
Cash Superior
Cash Better
EqualNon-Cash Better
Non-Cash Superior
-200.00%
0.00%
200.00%Clusters profiles Cluster 1 Cluster 2 Cluster 3
![Page 12: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/12.jpg)
Employee Engagement = Employee Ability * Employee Motivation * Employee Expectations for the Future
>
![Page 13: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/13.jpg)
Exciting jobs
Rewarding jobs
Fun-filled jobs
Potential for learning and
growth
Safe jobs
![Page 14: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/14.jpg)
Leaders Have the Needed Soft Skills
Maslow’s Hierarchy of Needs
D-Needs, Deficiency
needs
Physiological Needs(Food & Water)
Belongingness and Love
Safety & Security Needs
Cognitive Needs
Esteem Needs
Aesthetic Needs
Need for Self Actualization
B-needs, needs of being
![Page 15: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/15.jpg)
The Balance Curve
Prevalence of negative feelings and loss of motivation. This accelerates disengagement
![Page 16: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/16.jpg)
![Page 17: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/17.jpg)
Work can stretch and motivate a
person to perform well up
to a level above the normal capacity but beyond that
can lead to fatigue and stress
![Page 18: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/18.jpg)
Real Motivators
A satisfied need is not a source of motivationA need once satisfied no longer provides a source of motivation. What motivates is then the next higher order of need.
![Page 19: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/19.jpg)
Identification of Training Needs
Cluster 1 weight (%)
Cluster 2 weight (%)
Cluster 3 weight (%)
Cluster 4 weight (%)
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
10.00%
45.00%
10.00%
35.00%
Clusters weights
Competence Motivation Job Fitness
-80.00%
-60.00%
-40.00%
-20.00%
0.00%
20.00%
40.00%
60.00%
Clusters profiles
Cluster 1 Cluster 2 Cluster 3 Cluster 4
![Page 20: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/20.jpg)
Triad of Success
Competence
MotivationJob Fitness
Sweet Spot
![Page 21: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/21.jpg)
A leader realizes that
having a common
vision and teamwork
will lead to goal
realization http://www.slideshare.net/abhishekshah/what-does-freedom-mean-to-you-13574920
![Page 22: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/22.jpg)
Teams Success Factors
Alignment and Engagement
Owned Goals
Leadership
Encouragement
Recognition
Self-Esteem
Healthy Communication
Empowerment
Mutual Trust
DifferencesManagement
Process Control
![Page 23: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/23.jpg)
Reaction to Changeand
Loss of Direction
Time
Engagement
Current State Transition Stages Desired State
Change Anticipation
Emotional Arousal
Re- engagedExploringDisengaged or Withdrawn
![Page 24: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/24.jpg)
Rejection
I’m angryResistance
Anger
Sadness
Acceptance
Negative Positive
Relief
Demand
Liking
Loving
I’m furious
I hate you
I don’t stomach this
I enjoy sad
music
Fear
It is not easy liking tomatoes
EMOTION MAP
![Page 25: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/25.jpg)
Teams Performance Changes over Time
![Page 26: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/26.jpg)
Vision
Learning
Internal Processes
Customer
Stakeholders
The Balanced Scorecard
![Page 27: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/27.jpg)
Factors in Teamwork Success
Engagement and Team Culture
![Page 28: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/28.jpg)
Limiting Engagement Factors
![Page 29: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/29.jpg)
Conditions for Keeping the Balanced Scorecard Balanced
An organization will have first to have a vision to direct employees to the same direction
If not, employees will go the direction of their choice
The organizational readiness to fulfill the expectations of its customers and stakeholders will have to abide by this direction
![Page 30: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/30.jpg)
Conditions for Keeping the Balanced Scorecard Balanced- 2
Employees will follow the same direction if: The goal is clear and appealing to the
employees The employees believe that shall have more
grinding power than working individually. They believe they can attain the goal
![Page 31: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/31.jpg)
Conditions for Keeping the Balanced Scorecard Balanced- 3
Failing to do that the employee will move away from the grand goal and a Brownian Organization results
The question is on how to change a Brownian-movement of an organi-zation into a more focused effort. This re-quires learning from previous experiences so as to visualize the desired future state(s).
![Page 32: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/32.jpg)
An Inspirational Idea Culture is the bond that make people tolerant to
each other and it is a way of building trust among employees. It is the binding spring that transfers the movement of an employee to the next one so that emergent behaviors may result
Values and beliefs may prompt people to align to their committed goal; else move in a Brownian motion
In unhealthy culture people lose desirability to learn, create and motivate others.
![Page 33: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/33.jpg)
The Feedback Effect Of Unhealthy Cul-ture
No Alignment
No Trust
No Communication
No Circulation of Information
Individualism
Brownian Motion
![Page 34: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/34.jpg)
Trust EquationTrust is the sum of Credibility, Reliability and Intimacy, divided by self-interest. This means that that trust can become almost infinitely high when self-interest is very low.
![Page 35: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/35.jpg)
Trust Equation
The combination of credibility, reliability and intimacy is critical. Neither works without the others, because trust requires all credibility, reliability and emotional connection. Consumers want to connect with humans.
![Page 36: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/36.jpg)
Trust Equation Explained
C = CredibilityCredibility has to do with the words we speak (A lack of communication typically indicates leaders are hiding bad news)R = ReliabilityBy contrast, reliability has to do with actionsIntimacyIntimacy refers to the safety or security that we feel when entrusting someone with something.S = Self-InterestThis refers to selfishness and inability to get out of one’s own way (“what’s in it for me?”)
![Page 37: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/37.jpg)
Leadership Surveys
A study, published in 1999 by Kenneth Kovach of George Mason University, compared associates' ranking of what they wanted from their jobs with what their bosses thought was important to the associates. The results of the study were somewhat surprising.
![Page 38: Building engaged teams](https://reader033.vdocuments.mx/reader033/viewer/2022051311/5453d822b1af9f88228b47fc/html5/thumbnails/38.jpg)
Do Not Assume; Measure
Interesting work
Appreciation of work
Feeling "in on things"
Job security
Good wages
Promotion/growth
Good working conditions
Personal loyalty
Tactful discipline
Sympathetic help with problems
0 2 4 6 8 10 12
Employers' RankingAssociates' Ranking