1. Peter Mayne, ABC Dare to Lead 2012

2. 1. The factors that motivate employees or volunteers to do their best 2. Strategies and tips to reduce barriers to motivation 3. How to increase the odds that things get done in your chapter – building a culture of accountability

3.  Uneven engagement – some people seem motivated to get things done while some… not so much.  What’s up with that?

4. Theory XTheory Y  Employees are inherently lazy  They dislike work and will avoid it if they can  As a leader, you need to supervise them closely and use coercion and threat to make them work  Employees generally want to do a good job  They are motivated by doing something that matters and doing it well  As a leader, you need to create conditions where they can unleash this natural motivation

5. “Frustration in the workplace is a silent killer. Frustrated employees are unlikely to persist over the long term in such a state. Where motivation to succeed is not paired with similar levels of support in the work environment, positive or negative reactions can be expected.” - The Enemy of Engagement – Put an End to Workplace Frustration and Get the Most from Your Employees. By Mark Royal and Tom Agnew

6.  There is nothing more important to employees (or volunteers) than how they feel  Emotional needs tend to drive our decision-making and our behaviours

7. Source: The 5 Drivers of Engagement, Juice Inc., 2008

9. Think about each of the Five Drivers and the degree to which you feel they are being fulfilled for you on your board. On each flipchart mark where you’re at. Use a 5-point scale where 5 = I’m totally feeling it and 1 = I’m not feeling it at all.

13. 1. Ensure clarity of expectations. Clearly describe what success looks like. 2. “Who” will do “what” by “when”? 3. Consistently deliver on your on commitments and close the loop with others on their commitments 4. Keep a commitment log and review it at each meeting 5. Discourage we/they, silos and finger-pointing. We succeed as a team and fail as a team. 6. Constructively handle excuses and complaints As a leader: “You get what you model… and you get what you tolerate”

14. 1. Listen for the unexpressed commitment or need 2. Refocus on what they “want” (so what you are really committed to is “x”?) 3. Ask for the request. 4. Accept, decline, or make a counteroffer. 5. Agree to specifics on who will do what by when.

15. Getting results through others by inspiring them and supporting them to contribute to the best of their ability.