motivating people from the inside out research on engagement the gallup organization has really...
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Motivating People From The Inside Out
ExceptionalPeopleDoExceptionalThings!
Ahandoutfor:
Creating Intrinsic Motivation in My Staff In his book Intrinsic Motivation at Work, Kenneth Thomas identifies four Intrinsic Motivators that build momentum. For each one below, describe the leader’s primary role in drawing this out, and the steps you can take to get employees focused on achieving the specific goals of each intrinsic motivation.
#1 Sense of MEANINGFULNESS
Leadership: Inspiring
• HowwillIhelpthisemployeewithcynicism?• HowwillIhelpthisemployeeidentifypassions?• HowwillIhelpclarifyspecificsofhis/hervision?• HowwillIhelpthisemployeerecognizethe
“purposes”orneedfortheirroleandtasks?• Arethere“wholetasks”thatwouldhelpthis
employeefeeltheirroleintheorganizationmatters?
#4 Sense of PROGRESS
Leadership: Scorekeeping/Cheering
• HowwillImakesurethisemployeeiswell-supportedbyextendedcommunityforhis/herneeds?
• HowwillIhelpthisemployeeidentifymilestones?• HowwillIhelphimtocelebrate,savorsuccess?• HowwillIgivemorecontactwiththecommunityor
extendedorganizationtounderstandvalue?• HowwillIhelpemployeemeasureimprovement?
#2 Sense of CHOICE
Leadership: Handing Off • HowwillIdelegatetaskstothisemployee?• HowwillIsetupwaystodemonstratetrust?• HowwillIcreategreaterawarenessofsafety,respect
andsupporttoencouragerisk-taking?• HowwillIhelpthisemployeeidentify/expressthe
purposeforthechoicestheywanttopursue?• HowwillIprovidemoreinformationabouttheroles
theycouldoraretaking?
#3 Sense of COMPETENCE Leadership: Coaching
• HowwillItrainthisemployeeorprovideknowledge?• HowwillIprovidefeedbackorsupportthisemployeeinevaluatinghis/herownabilitylevel?
• HowwillIrecognize/acknowledgehis/herskills?• HowwillIassessthisemployee’slevelofchallengetomakesureit’snottoogreatorlow?
• HowwillIholdhigherstandardsandexpectations?(w/ocomparisonsorcompetition)
Additional Notes:
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Creating Intrinsic Motivation in Myself
#1 Sense of MEANINGFULNESS WhatamIfeelingandwhatdoIwant?Isthisworthmytimeandenergy?
DoIhaveavaluablemission/purposethatmatters?
MyTask:IInspireMe• DoIneedhelpwithcynicism;howdoIreduceoreliminateit?
• WhatwillIdotoregularlyidentifyandcommunicatewhatmostexcitesmeandgivesmejoyconcerningmypurposeandrole?
• HowwillIclarifythespecificsofmyvision?• Whatpracticeshelpmerecognizemypurposesintheworld?
• HowwillImakesureIgetthemostoutofwhatIcommitto?
#4 Sense of PROGRESS AmIsucceedinginachievingmyvaluablemission?
DoIstopto“smelltheroses”ofmysuccess?DoIseehowamazingIalreadyam?
MyTask:ITrackProgressandCelebrateMe• HowwillIknowwhenIhaveachievedsuccess?• HowwillIidentifymilestones(smalltargetsonthewaytolargergoals)?
• HowwillIcelebrateandsavorprogress?• HowwillIseethesignificanceandvalueofmypurposeandwhatIdoaspartofthelargercommunity?
• HowwillImeasuremyimprovementsandrelevancytowardsmyvision?
#2 Sense of CHOICE Aremyactivitiesfromfreedom?Frommyideas(vs.should’s)?DoIregularlyexaminehowvariouschoices
feel?Toshiftgears?(i.e.changingmypurpose,methods,pathways,role)
MyTask:IReviewMyChoicesandRe-Commit• HowwillIstayawaketonewchoicesanddetermineregularlywhatIcanandwanttodo?
• WhatindicatorscanIsetuptomakememorepresenttomychoicesandmyprogressinactingonthem?
• HowwillIencouragemyselftotakemorerisks,tostretchinthevarietyorchallengeinmychoices?
• HowandwhenwillIcommunicatethepurposesformychoicestootherssoIstrengthen/validatethemtome?
• WhatwillIdotogainexposuretonewinformationaboutvariouschoicesforme
#3 Sense of COMPETENCE AmIdoinggood,highqualitywork?AmIalife-longlearner?DoIlookatnewinformationtobroadenmyviews?Arethereotherswhocanhelpmegrow?
MyTask:IBuildMySkillsandSeekSupport• WhatstepswillItakeandresourceswillIrelyontogaingreaterknowledgeandskillsinmyrole?
• HowwillIgainfeedbackandsupporttoevaluatemyownabilitylevelanddiscovermyblindspots?
• HowwillIrecognizeandacknowledgemyskills,strengths,assets,talentsandbuilduponthem?
• HowwillIassessmylevelofchallengetomakesureit’snottoogreatorlow?
• WhatarethestandardsandexpectationsIsettoempowermetogrowthvs.thestatusquo?
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Creating Intrinsic Motivation Worksheet InhisbookIntrinsicMotivationatWork,KennethThomasidentifiesfourIntrinsicMotivatorsthatbuildmomentum.Foreachonebelow,describeyourprimaryroleindrawingthisout,andthestepsyoucantaketostayfocusedonachievingthespecificgoalsofeachintrinsicmotivation.
The 4 Core Needs: Tofeelpowerful,lovable,connectedandcontributing
A Sense of MeaningfulnessWhen you are passionate about the purposes of your role in your life… your choices becomes much moremeaningful.Whatstepsyoucantaketocreategreatermeaningforyourself?
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A Sense of Choice Whenyouhavemoretosayabouthowyourtasksaredone,andparticipateinproblemsolvinganddecisionmaking,youaremoreinternallymotivated.Howwillyouexerciseyoursayaboutprocedures,rolesandgoals?
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A Sense of Competence (so you can make a greater contribution) Whenyouseeyouarecapableandfittocontributeyourassetsandstrengths…youbecomemoremotivatedfromwithin.Howwillyouspecificallygrowanddevelopyourcompetencies?
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A Sense of Progress Youdobestwhenyouseeforwardmovementandprogress,identifywhatyouwanttoaccomplishtofulfillyourpurposeandknow,savorandcelebrateyoursuccesses.Howwillyouobserve,trackandcelebrateprogress?
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Making Intrinsic Motivation Top Priority
The Self—Reinforcing Cycle
INTRINSIC MOTIVATORS SELF-MANAGEMENT
#1 Sense of
MEANINGFULNESS Is it worth my time and energy? Is it a valuable mission that matters?
#4 Sense of
PROGRESS Am I succeeding in
achieving my valuable mission?
#2 Sense of CHOICE
Are my activities from freedom? Can I decide
from my judgment?
#3 Sense of
COMPETENCE Am I doing good, high
quality work in the tasks I choose?
#1
Committing to Purpose
#4
Monitoring Progress
#2
Choosing Activities
#3
Monitoring Competence
Self Management Process
Are you Supporting all 4 Core Social Needs? § Empowered-IknowIaminfluentialandmypotencyiswelcome.
• Lovable-WhoIamuniquelyisdelightfultoothers.Iamrecognized,appreciated,enjoyed.
• Connected -IbelongintheorganizationandIexperiencecommunity.
• Contributing-Myspecialgiftsandassetsareimportant,wanted,needed,andreceived
1. Ofthefourcoreneeds,whichtwoareeasiesttonurtureandsupportandwhy?
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2. Whichoneismostchallengingtocultivateandfosterandwhy?
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3. Whatpracticescanbeaddedtonurturethe4coreneedswith
a) Yourself?
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b) Thoseyoulead?
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c) Yourpeers?
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d) Yourentireorganization?
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4. Whatpracticescanberemovedtonurturethe4coreneeds?
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Gallup Research on Engagement
The Gallup Organization has really stepped up their researchefforts in recent years, particularly in the areas ofmeasuringexcellence in relation to organizational culture, and theconditionsthatleadtohigherengagement.Theirresearchhasrevealedthreetypesofpeople:
Engaged: 29% of US Workforce (generates$32K/yearaverage)PeoplewhoareEngagedshowconsistentlevelsofhighperformance.Theycreatemoreopportunitiesforthemselveswithintheirareaofexpertisebecausetheyarecommittedtothetasks,theircompaniesandtoothers.
Disengaged: 55%ofUSWorkforce(noloss/nogainrevenue)PeoplewhoareDisengagedarenon-risktakersandhavealowcommitmenttotheirworkandcompanies.Theydon’tfeelasenseofconnectionwiththeirorganizationortheir leadersandmaybecomemorefocusedontheactivities involvedindoingtheirjobratherthantheresultsachieved,doingjustenoughtokeeptheirjob.
Actively Disengaged: 16%ofUSWorkforce(cost$16K/year)ActivelyDisengagedpeople arenot justunhappyatwork; they actout thatunhappiness. It isdifficultforthemtobecomepartofthesolution,becausetheythriveonbeingpartoftheproblem.The above descriptions have been adapted from an interview of CurtCoffman, coauthor of Gallup’s bestseller First Break all the Rules that waspublishedintheGallupManagementJournal.Hewentontosay,
“If55%ofallU.S.workersarenotengaged,and16%areactivelydisengaged,then71%oftheAmericanswhogotoworkeverydayaren’tengagedintheirroles. So,Americanbusinessesareoperatingatonethird their capacity. Thinkabout that.What if onlyone thirdofabank’sbranchesopenedeachday?Whatifonlyonethirdofamanufacturingcompany’smachinesoperatedatcapacityeveryday?Thelostopportunityisobvious–butsoistheopportunityforgrowth,ifyoucanmoveyouremployeesfromthe“notengaged”tothe“engaged”category.”
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