1. Individual Motivation Creating awareness that facilitates leading and managing people R. J. Monson, PhD

2. 2 2 2 Summary The construct of leading people The construct of leading people Foundations required to get results Foundations required to get results A view of the Organizational Operation A view of the Organizational Operation Implications Implications Example situations Example situations Motivation theories Motivation theories Recommendations to consider Recommendations to consider

3. Leading & Managing People Individuals Groups Organization

4. 4 4 Consider – How do we get consistent results from people?

5. 5 5 The Foundation for Results is based on the Individual First and foremost, the individual must feel a sense of trust in others First and foremost, the individual must feel a sense of trust in others This produces a willingness to take personal risks This produces a willingness to take personal risks This allows reliance on others This allows reliance on others And an ability to engage intellectually for the good of the organization And an ability to engage intellectually for the good of the organization This puts all brains in action, not just from leadership This puts all brains in action, not just from leadership

6. 6 6 The Second Step The need for open communications is of secondary importance The need for open communications is of secondary importance The ability to speak your opinion freely The ability to speak your opinion freely Reward systems that support honest expression of opinions Reward systems that support honest expression of opinions Conflicting views that can be discussed openly and without recriminations Conflicting views that can be discussed openly and without recriminations This can yield very effective communication leading to the next step This can yield very effective communication leading to the next step

7. 7 7 The Third Step There is a need to gain commitment from those involved in the work There is a need to gain commitment from those involved in the work Without open conflict and discussion, the dissenter cannot embrace the chosen path, yielding suboptimal commitment Without open conflict and discussion, the dissenter cannot embrace the chosen path, yielding suboptimal commitment Concrete objectives can be defined, alternatives discussed, and dissenting views aired Concrete objectives can be defined, alternatives discussed, and dissenting views aired A willingness to compromise in view of the strategy can result in buy-in to the path selected A willingness to compromise in view of the strategy can result in buy-in to the path selected

8. 8 8 The Fourth Step Interdependence is a crucial aspect of this step, providing a reliance one upon another Interdependence is a crucial aspect of this step, providing a reliance one upon another Being aware of personal vulnerability provides impetus to deliver on our promises, as we expect others to do Being aware of personal vulnerability provides impetus to deliver on our promises, as we expect others to do The effective team environment is one in which the individual members are do not consider it acceptable to let other team members fail The effective team environment is one in which the individual members are do not consider it acceptable to let other team members fail ‘All for one and one for all’ -Dumas ‘All for one and one for all’ -Dumas

9. 9 9 Finally Results can be expected when the foundations are sound and the individual needs and expectations are fulfilled Results can be expected when the foundations are sound and the individual needs and expectations are fulfilled In this environment, individuals bow to the greater needs of the group or organization as they: In this environment, individuals bow to the greater needs of the group or organization as they: Understand the need for the selected path Understand the need for the selected path Have shared their views and been respectfully addressed Have shared their views and been respectfully addressed Have trust in the other members such that they understand that their compromise is the logical course of action, and others will also exercise the logical course of action as necessary – Consistency and fairness to all Have trust in the other members such that they understand that their compromise is the logical course of action, and others will also exercise the logical course of action as necessary – Consistency and fairness to all

10. 10 Trust Open Communications Commitment Interdependence Results

11. 11 An additional perspective…

12. 12 How does the company work?

13. 13 How do people work?

14. 14 How are they related?

15. 15 Implications We must understand the mechanisms at play within the organization which circumvent the processes and intentions of the actions We must understand the mechanisms at play within the organization which circumvent the processes and intentions of the actions By addressing these issues, we can get to the root problems that detract from our results By addressing these issues, we can get to the root problems that detract from our results We must develop this foundation to truly lead, otherwise we are simply managing We must develop this foundation to truly lead, otherwise we are simply managing Let’s examine some example cases: Let’s examine some example cases:

16. 16 Example 1 In a weekly staff meeting, a manager suggests a new program that she suggests be implemented, requesting feedback from the team. No discussion ensues in the meeting, but after the meeting there are many discussions in the hallway and elsewhere. What is the probability of new program success, and what is occurring here?

17. 17 Example 2 A leader responsible for a very large program is reporting subpar metrics regarding the program, and clarifying that this does not imply the program is in trouble. With extensive justification, the status report is simply accepted and discussion moves on to the next topic. Is this an effectively functioning group? If you were the leader would you be concerned?

18. 18 Example 3 A leader attends a meeting where disparaging comments are heard about several members of the leader’s team. The leader immediately stands up for the team members, clarifying their contributions to the organization. What could the leader expect from their team over time, and what is necessary to accomplish this?

19. 19 Example 4 You attend a staff meeting where a suggestion is made to change a standing process. The meeting erupts in conflicts, with many members disagreeing and suggesting alternatives, while others argue vehemently in favor of the proposal. The meeting takes much longer than planned. What is going on here, and is this desireable?

20. 20 People Attitudes Actions Behaviors Motivations Beliefs We must predict and modify human behaviors to succeed

21. 21 This leads to motivation theory What is it that makes people choose to do the things they do? What is it that makes people choose to do the things they do? Can we make some sort of predictions related to situations and individuals? Can we make some sort of predictions related to situations and individuals? Can we expect any validity to our predictions? Can we expect any validity to our predictions? 21

22. 22 Copyright 2005 RJMonson Motivation Theories Goal Setting Theory Goal Setting Theory People who set goals get more done People who set goals get more done Attribution Theory Attribution Theory We attribute behaviors to what we observe – We tell stories We attribute behaviors to what we observe – We tell stories Equity Theory Equity Theory My input / My output should be equal to Your input / Your output My input / My output should be equal to Your input / Your output

23. 23 Copyright 2005 RJMonson Motivation Theories Reinforcement Theory Reinforcement Theory Like Pavlov’s dogs Like Pavlov’s dogs Events following a behavior reinforce that behavioral choice Events following a behavior reinforce that behavioral choice Expectancy Theory Expectancy Theory Behavior – Performance Link Behavior – Performance Link Performance – Reward Link Performance – Reward Link Desire for the reward Desire for the reward

24. 24 Recommendations to Consider We can predict with some degree of accuracy We can predict with some degree of accuracy We must pay attention to what we observe We must pay attention to what we observe We must classify data regarding suggested preferences and choices We must classify data regarding suggested preferences and choices We must always keep in mind that our assessments are not a certainty, but rather a potential We must always keep in mind that our assessments are not a certainty, but rather a potential 24

25. 25 Summary The construct of leading people The construct of leading people Foundations required to get results Foundations required to get results A view of the Organizational Operation A view of the Organizational Operation Implications Implications Example situations Example situations Motivation theories Motivation theories Recommendations to consider Recommendations to consider