motivation in challenging times march 2011

Motivation in challenging times

by Toronto Training and HR

March 2011

Contents3-4 Introduction to Toronto Training

and HR5-6 Definition7-8 Resilience9-14 Career motivators15-16 Alignment and creating a set of

circumstances to motivate17-20 Motivation vouchers and

points-based systems21-23 Self-motivation24-27 Getting the best out of

salespeople28-29 Drill30-46 Motivating the team47-49 Encouraging others50-52 What does the future look like?53-54 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden

• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Definition

DefinitionMotivation

Resilience

ResilienceWhat is resilience?Key components of resilienceResilience role models

Career motivators

Career motivators 1 of 5Core career motivatorsWork environment motivatorsLifestyle motivators

Sample motivators

Identify your career motivators

Career motivators 2 of 5CAREER INSECURITYHelp people become psychologically self-employed.Acknowledge openly that long-term job security is gone, but remind people that opportunity still exists.Tell employees to focus on promoting their talents, not their titles. Advise them to keep their skills market ready.Encourage employees to keep current in three areas:technological tools, job-specific skills, and portable,transferable skills.

Career motivators 3 of 5CAREER INSECURITYSuggest ways for them to safeguard their financialfutures by planning ahead.Make sure people build safety networks.Encourage employees to join their professional or trade associations

Career motivators 4 of 5READINESS FOR THE NEW MINDSETI answer “What do you do?” by telling my skills and accomplishments rather than by giving my job title or name of my organization.I attended two in-house and one or more outside training programs in the past year.I am highly visible in one or more professional associations and attend more than half their meetings.I keep track of trends affecting my organization and profession.I’ve had an active role in helping at least one friend or colleague find a job or change careers in the last year.

Career motivators 5 of 5READINESS FOR THE NEW MINDSETI participate in a savings plan.I’ve applied for another job within the past two years.I have a recently conferred advanced degree or job credential, or am pursuing one.I have a significant outside activity (volunteer, have a hobby, and so forth) that could be developed into a career.I’ve lost an assignment due to circumstances beyond my control and then found another job with the same or better salary and opportunity for professional growth.

Alignment and creating a set of circumstances

to motivate

Alignment and creating a set of circumstances to

motivateCommunicationEducationMeasurementReward

Motivation vouchers and points-based

schemes

Motivation vouchers and points-based schemes 1 of

3DefinitionWhat are their origins?Card typesPaper vouchers


3SETTING UP A SCHEMESet goals that are achievableCommunicate effectivelyHave lots of winnersMake awards frequentlyHave a most improved awardHave an employee of the month schemePresent rewards with styleEncourage sustained effortChoose the right reward


3Points-based motivation schemes and pre-paid cards lend themselves well to reward strategiesThe use of integrating technology streamlines the process and allows employees to be more involvedBranding cards with the corporate identity and ensuring the reward that they offer matches the needs and values of the recipient will enhance employee engagementGood communication help maintain momentumThe technology allows employers to offer more attractive and effective incentive schemes

Self-motivation

Self-motivation 1 of 2WAYS TO STAY MOTIVATEDRe-trace your stepsFind a second-generation mentorDraw energy from othersBorrow a page from Star TrekJoin a book-of-the-month clubHold the conversations never heldGroom a successorBe your own genieRe-write your resumeCheck the clock

Self-motivation 2 of 2STAYING MOTIVATED FOR THE LONG-HAULRevisit your rootsUse benchmarks to celebrate incremental progressGet exposed to a motivation infectionEmbrace new challengesIncrease your face timeInvest in others

Getting the best out of salespeople

Getting the best out of salespeople 1 of 3

Know what your team considers importantCommunicate with your salespeople Core career Set goals that challenge your sales teamGet them into actionProvide the necessary tools for your teamManage the less-than-stellar performersGive credit to whom it is due


FIRING THE SALESFORCE UPWalk the talkShow respectGive your people room to growGive your people flexibilityRecognize and reward


THE BESTExpertsClosersConsultantsTHE RESTStorytellersAggressorsFocusersSocializersNarrators

Motivating the team

Motivating the team 1 of 16Creating a climate for high performanceResults-oriented managers share their techniquesPractices to increase ownership of performanceClarify performance expectationsEquip, educate and empower your people to performAlways listen and share informationFoster employee developmentCelebrate success with meaningful incentives

Motivating the team 2 of 16Practices to create accountability for resultsCreate and use meaningful performance measurementsProvide on-going feedback and coach, coach, coachPractice effective formal performance appraisals and reviewsDeal with nonperformers in a timely and effective manner

Motivating the team 3 of 16WHAT DRIVES THE TEAMLeadershipEnvironmentPersonalities

Positive core values and systems

Motivating the team 4 of 16THREE QUEUES OF MOTIVATIONLeadership motivation queueEnvironment motivation queueIndividual psychology queue

Motivating the team 5 of 16PRINCIPLES FOR MOTIVATIONKnowledge creates confidence and when a person is confident, he or she is more motivated totake action: (Knowledge + Confidence = Motivation).A leader must turn the energy thermostat to HIGH! Everyone has to understand the right energy will empower everybody to achieve more. Remember most people spend more time at workthan at home, so it should be fun and motivating.

Motivating the team 6 of 16USE OF EVERYDAY SYMBOLSThe pennyElastic bandPencil

Motivating the team 7 of 16MOTIVATED EMPLOYEES CAN ACHIEVE…Personal goals can be reached.Productivity can be maximized.A positive perspective can be generated.Ability to navigate change can be increased.Employee self-esteem can grow.Participation in organizational goal settingcan be fostered.

Motivating the team 8 of 16HOW TO CREATE A MOTIVATED WORKPLACERecognize good work.Keep the work interesting.Allow input from employees.Supervisors must be organized.Develop good training programs.Treat each employee with respect.Always keep employees informed.Provide opportunities for advancement.Keep confidential employee information private.Supply employees with the latest technology, but do notoverwhelm them.

Motivating the team 9 of 16MOTIVATING COST DISCIPLINEMotivators activate cohesion and commitmentMotivators recognize the importance of fairnessMotivators create a positive emotional case in addition to a rational business caseMotivators use objective data to decide where and how to cut costs

Motivating the team 10 of 16MIDDLE MANAGERS

Develop mutual trustAppreciate themStimulate their growthConverse with themMake their roles clearInvolve them in decisions

Motivating the team 11 of 16SPECIFIC ACTIONS REQUIRED

Practice emotional controlProvide frequent updatesBecome an exceptional leaderLead with (realistic) optimism

Motivating the team 12 of 16GOALS SET NEED TO BE…

In-line with the needs of your business as a whole.Goals that your employees are directly able to influence with their work and actions.Measurable so you can determine whether they’ve been achieved.Linked to rewards that the individual employee values –bear in mind that not everyone ismotivated by the same type of reward.

Motivating the team 13 of 16CARRYING OUT FEEDBACK

Set aside enough time for it and place sufficient importance on it.Do your research & have something to say that is specific to each person (whether positive or not).Set new goals or reset old goals that are specific and measurable.Are genuinely interested in employee performance. Praise good performance and suggest constructive ways to improve any weaker areas.

Motivating the team 14 of 16IGNITING ENERGY

Think of yourself as the Chief Motivating OfficerMotivating others begins with youPeople have different motivationsMake a personal connectionWalk your talkCommunicate more oftenBecome a motivational speakerDeliver the message through many channels

Motivating the team 15 of 16SECRETS ABOUT MOTIVATION

Don’t give me a goal, I feel trapped. Don’t measure me, you’re not qualified. Don’t ignore me, I need feedback. Don’t ask me where I am; ask me where I’m going.

Motivating the team 16 of 16INCENTIVES ON A BUDGET

Vision - Have a clear and realistic vision of what the company wants to achieve and set targets accordingly. Communication - Communicate the value of the scheme effectively to employees to ensure engagement. Supplier - Choose a supplier who has a good track record and plenty of experience in your industry. Added Value - Identify schemes providing added value - exclusivity, discounts and “money can’t buy‟ offers. Timing - Incentivise out of the blue as well as when it is expected.

Encouraging others

Encouraging others 1 of 2Keep everyone informed about the business and how it’s doing.Talk to people about major changes and decisions before they happen or as part of the decision-making process.Communicate key decisions clearly and promptly.Provide a comfortable and safe working. environment and the right equipment for people to do their job.

Encouraging others 2 of 2Give employees training to enable them to do their job well and develop further in the future.Encourage people to work together as a team.Encourage people to ask for help or training when they need it.Take an interest in the lives of your employees as individuals.

What does the future look like?

What does the future look like? 1 of 2

The successful organization of the future will excel at acquiring, organizing, and strategically deploying global resources.There will be increased global connectivity,integration, and interdependence in the economic, social, technological, cultural, and political spheres.Technology will advance at an even more rapid pace than in previous decades.There will be continuous, dramatic changes in the labour force.

What does the future look like? 2 of 2

Human capital will become an even greater source of value.The way work is organized and performedwill evolve and change continuously.Outsourcing will increase.Self-paced, self-directed individualized virtual learning will dominate business training.

Conclusion & Questions

Conclusion

SummaryQuestions

motivation in challenging times march 2011

Business

specialist training

hrtoronto training

training course delivery

training course design

banking10 years

motivation vouchers

core services

page 3introduction4