Lose the Blues: Get Motivated! Darron Grussendorf (as Jake) Senior Corporate Trainer, TG Tom Rebstock (as Elwood) Assistant Team Manager, Corporate Learning, TG

Set list  The Classics Review motivation research Fan Favorites Characteristics of a highly motivated financial aid office Jam Session Ways to make it happen The Big Closer Reflection and commitment

Revisiting the Classics: A Review of Motivation Research

Frederick Herzberg, The Motivation to Work (1959) 1.External factors (hygienes) can act as de-motivators Poor working conditions Low pay Interpersonal conflict, etc. 2.Removing de-motivators does not motivate performance

Frederick Herzberg, The Motivation to Work (1959) 3.Worker fulfillment comes from intrinsic factors within the job itself: Achievement Growth Challenge Recognition, etc.

Kenneth Kovoch (1995) Workers really want –Interesting work –Full appreciation of the work they do –The feeling of “being in on things” –Job security –Good pay

Dr. Carter McNamara, Myths about Employee Motivation Myth #1: I can motivate people –Employees have to motivate themselves. However, you can create an environment where they can best motivate and empower themselves.

Dr. Michael Cakrt of the Czech Republic “Eidetic Variations” Images recalled from actual experience

Eidetic variations Recall images/experiences of HIGH motivation Recall images/experiences of NEGATIVE motivation Recall images/experiences of NO motivation

Ingredients for a highly motivated workforce (Fan favorites)

Ways to Make it Happen (Jam Session)

How can we create ________ in our workplace?

Herzberg’s CAR Motivation Cycle Challenge Recognition Achievement

Reflection and Commitment “The Big Closer”

Reflection What can I do in my financial aid office to create an environment in which high levels of motivation occur?

Commitment I personally commit to _________________________________________ _________________________________________ _________________________________________ in order to create a more motivating work environment.

“If you attempt to manage people according to a list of items they want, all you become is a waitress. Motivation-hygiene theory furnishes a map for ‘What do people want?’ that connects the strategic with the tactical, with the DNA of human motivation.” — Frederick Herzberg, 1993

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