1. Giving Feedback and Motivating people in YOUR firm? Gatto Associates, LLC 750 Washington Road Pittsburgh PA 15228 412-344-2277 Rex Gatto

2. Overview This presentation is based on the books: Smart Manager FAQ by Rex Gatto 21 Indisputable Qualities of a Leader by John Maxwell Organization Behavior Structure Process By James Gibson

3. Overview  Defining Feedback  Feedback and Development  How motivation plays a part in Leading  Motivational Strategy  Identifying Motivational Factors

4. Section 2 COMMUNICATION pages 181-190; 191-202; 159-180

5. Coaching-Feedback

6. Two Types of Feedback  Supportive: maintain strengths  Corrective: enhance your actions or skills  FEED THE FUTURE

7. Job-related Feedback

8. Four Stages of Feedback  S  A  R  A People do not have to go through all 4 stages

9. Coaching-Feedback  To create consistency within the firm, people should have a clear understanding as to the motivational, behavioral actions they will take and what level of performance is needed.  Behaviors are discussed (debrief): highlights, strengths, and areas for development.

10. Candid Feedback Feed Forward  The coaching process creates a mechanism for candid feedback that can support leadership, followership and teamwork, effectiveness and level of skill needed to accomplish individual, department/niche and firm goals

11. Behavior Patterns forward  Implementing the feed- forward process for people is most effective in establishing the behavior patterns needed to sustain your firm now and in the future.  The feedback process creates your firm’s culture.

12. Feedback  Creates a common language for development by identifying the level of functional performance  Identifying the right actions and enhancement areas  Creates firm consistency through a process that supports development.

13. Feedback  A process, involving staff and firm leaders that supports individual growth, which leads to firm growth.

14. Motivation Through Performance Appraisal Phase I - Set the ground rules Phase II - Give feedback Phase III - Identify strengths & opportunities for development Conclusion - Ask for agreed- upon-goals; ask how the person feels

15. Rewards What is rewarded and recognized, people will move toward and become! What is rewarded and recognized, people will move toward and become!

16. Why Working Associates Are Motivated

17. How to Give Praise and Reprimand  State the issues  Identify and focus on facts  Discuss results  Focus on individual employee only  Listen without rebuttal

18. Why Praise and Reprimand  Why do you Praise?  Why do you Reprimand?

19. Motivation  Act  Have courage  Communicate on the level of the listener  Answer what is in it for you  Identify the trade-offs  Opportunity + desire + ability  Identify what you want to accomplish  Be realistic  Identify your bias  Give yourself and others recognition

20. Oars OARSOARS

21. Leaders who Motivate

22. Development of Present and Future Leaders Feedback as a developmental process to support individual growth. What are you doing right:  catch them doing it  tell them and  reward them for doing it; spot bonus comp time

23. Leadership Styles that Motivate Utilizing the appropriate style and level of leadership motivates and encourages the followers.

24. Self Development Work with the end in mind. Listen first—collect information—then respond (talk second). Ask the right questions; don’t give answers. Be a multiple service provider. Be flexible. Challenge your own thoughts.

25. Self Development #2 Self-worth is not based on what you do. Learn to effectively deal with uncertainty. Maintain a sense of humor. Enjoy change. Look for alternatives rather than a single solution. Leaders know when to follow and let go.

26. Rewards and Motivators Is the Reward Process: equitable and fair; does it reward what you want people to continue to do by way of performance, attitude, communication, and client relationship? able to identify the performance level and quality of the work you want people in the future to strive to attain? going to be presented in such a way as to motivate all employees, pointing out the appropriate people for their contributions?

27. Rewards and Motivators #2 Is the Reward Process: going to lead the partners/managers/staff to rely on one another and build a team or departmental approach you want to reinforce as a firm? going to reward successful or appropriate behavior and performance with the client?

28. Defining Motivation

29. Motivating Boomers  Security, work ethic and advancement  Self actualization through work, personal growth, and self improvement  Health and wellness  involvement and team work  Recognition, feel rewarded, and participatory management

30. Motivating Gen X  Diversity with challenging work,  Global thinking through connectivity and the internet, life balance or flexibility to work, non traditional hours, and in mobile locations  loyalty is directed more to managers than the organization, fun, informality, and self reliance, Lewis (2005). Gen X is the generation that is more concerned about building resumes full of experiences and references, not long-term relationships with organizations. Loyalty Unplugged Buahene & Kovary (2007).

31. Motivating Gen Y  Optimistic, civic minded, confident,  Achievement oriented,  Sociable, moral, street smart, and diverse  “ME” generation who have never experienced losing  Received gold stars at school  whole team received trophies  their opinions, listened to and their suggestions have been acted  It seems that they enter workplaces with the expectation = parents. Lewis (2005).

32. Why Gen X and Y-ers Stay or leave Boredom ranks high on the Xers and Yers list of reasons to stay or leave a firm. Since compliance is a routine function, accounting firms are at risk. What motivates: career opportunities, environmental policies, ethical companies, and a strong employment brand, approachable managers and partners, less intimidating, focus on expectation and mentoring Andrea Roberts Generation Y What it Means for CA

33. Motivational Development  Key to firm success is to ensure people are in a to ensure people are in a growth and developmental process growth and developmental process  Focus is on skills, behaviors and needed technical knowledge  There is demonstrated and measurable growth each year

34. Development of People through a Measured Process We define the metrics for performance factors that create consistency through a common descriptive performance language

35. What’s your Motivation?

36. Strengths and Talents The Motivational Profile outlines the reason we put out effort that establishes our strengths and talents Performance = Competence X Motivation

37. Firm Challenges Succession planning; creating a deep bench Making sure leadership team does not lose sight of the “North Star”: your guiding philosophy, Getting the vision, mission, strategies and objectives aligned through feedback Ensuring that leaders walk the talk

38. Firm Challenges #2 Aligning decision-making, policies and programs with vision, strategy, and values to performance; Balancing business expectations (short-term) against strategic business objectives (long-term) staff capabilities Balancing the need to be nimble with the need for critical mass

39. Leadership Challenges Culture   In reality, a firm's culture is defined by what the top partners actually do.   That makes the top firm leaders, ipso facto, ultimately responsible for the culture of the firm —including the ethical culture.

40. Staff Follow the Leader  Staff  Model Leaders  Emulate boss’ behavior  Do what boss does because: They get paid by boss They get paid by boss They are recognized by boss They are recognized by boss They are promoted by boss They are promoted by boss

41. Action Plan  What will you now do differently?  What actions can you maintain or enhance?  What actions can you change?

42. Summary Challenge yourself To be the best version of a leader that you can Are you the best version of YOU?