Develop yourself as a Team
Leader
M2.01
Last week…
How much do
you
remember?
What about Trust?
Communicating in the workplace
Sender
Feedback
Message
Receiver
Channel
Objectives for today
At the end of this session you will be able to:

Explain performance requirements and the indicators of underperformance

Describe one basic recognised theory of motivation to team members

Explain the importance of feedback to improve communication and performance

Tell me how to improve motivation in the workplace
Some of you will be able to
•
Apply a number of theories of motivation to the people within a workplace
How do you define MOTIVATION?
‘A conscious or unconscious driving force that arouses
and directs action towards the achievement of a desired
goal’
‘The willingness to exert high-levels of effort to reach
organisational goals, conditioned by the efforts’ ability to
satisfy some individual need’
Why learn about motivation?
• Would it be useful to know what motivates
you?
• Would it be useful to know what motivates
others?
The Manager’s Map
Have what
the ability
Those that know
to do
Those that follow
the rules
Motivated
Those that DON’T
follow the rules
NOT Motivated
Have what
the ability
Those that DON’T know
to do
HOW MOTIVATED ARE YOU?

Think about an occasion which made you feel very
positive about your job. What happened at work to
make you feel this way?

Now think of a situation or event that caused you
to feel dissatisfied and rather negative about work.
What was it? What happened?
WE ARE ALL MOTIVATED BY DIFFERENT THINGS
•
•
•
•
•
Values
Beliefs
Culture
Experience
Influences
• ULTIMATELY – “What’s in it for me?”
THEORIES OF MOTIVATION
• Frederick Taylor

Principles of Scientific Management 1911
• Abraham Maslow

Hierarchy of Human Needs 1954
• Douglas McGregor

The Human Side of Enterprise 1960
• Frederick Herzberg

Two Factor Theory 1959
• Victor Vroom

Expectancy Theory 1968
“ Man is a
wanting animal
and rarely
reaches a state
of complete
satisfaction”
“As one desire is
satisfied another
pops up to take its
place”
MASLOW’S HIERARCHY OF NEEDS
Self actualisation
Self Esteem
Love
Safety
Physiological
Hierarchy of Human Needs 1954
MASLOW’S HEIRARCHY OF HUMAN NEEDS
Social/
Affiliation
Security/
Acceptance
Safety
Affection
Stability
Physiological
Belonging
Safety
Food
Friendship
Permanent
job
Air
Peach
Water
Sleep
Warmth
Ego/Esteem
Achievement
Confidence
Self respect
Recognition
Self
Actualisation
Personal
development
Self fulfilment
Maslow coaching wheel
• Activity
1. Score each area 1-10 (1 low, 10 high)
2. Identify why you have given each area this
score
3. Identify what they would need to do to score
each area 10.
4. Give your partner time to note down any
thoughts that are important to them.
HERZBERG: THE TWO FACTOR THEORY
• Would you say that the things that motivate
people are the opposite of the things that demotivate?
RECAP
Maslow’s Hierarchy of needs: Suggests that only when one need is
fulfilled does the next higher need occupy the mind
Herzberg’s 2 factor theory indicates that job satisfiers are not the
direct opposite to job dissatisfies
Motivators are achievement, recognition, responsibility and
advancement
Hygiene factors are working conditions, wages, job security .
Absence of these can de-motivate but not necessarily motivate
WHAT PERFORMANCE REQUIREMENTS do you expect
from a team at work?
Expectation of basic performance





Time keeping
Absenteeism
Conduct
Levels of performance
Attitudes and behaviours
HOW DO YOU SPOT THE DE- MOTIVATED IN THE
WORKPLACE?
UNDERPERFORMANCE
 How do you spot it?
◦
◦
◦
◦
◦
◦
◦
◦
◦
◦
Disobedience
Putting others at risk
Bad timekeeping
Non achievement of targets
Non attendance at training courses
Making errors
Gossiping
Complaints
Aggression
Regression [deterioration]
UNDERPERFORMANCE
 How do you correct it?
◦ Discussion to find out causes







Don’t like job
Don’t like team members or leader
Problems outside of work
Lack of training
Incompetence
Tasks difficult
No support
 Actions
◦ Agree an action plan for improvement
◦ Ensure there is an understanding of the consequences
3 BASIC RIGHTS
To know what they need to
do to improve/become
even better
To know what is
expected of them
Feedback and
communication
is key!
To know how
they are doing
FEEDBACK SANDWICH –
focus on success
1. Give feedback on specific actions done well
2. Suggest how they could improve it or make
it better next time.
3. Overall feedback of positive result
Give Recognition
• “ Flowers do well when watered but
shrivel up when ignored”
• “Be sparing with Praise and Generous
with Thanks”
• People who feel good about themselves
produce good results
Promoting communication, feedback
and building trust as a team leader…
You could ask your teams…
• What do I do that stops you from doing a
better job?
• What do you think I could do to help you
perform better?
WHAT COULD YOU DO TO GENERATE THE
FOLLOWING IN A TEAM IN YOUR AREA?
1.
2.
3.
4.
5.
Sense of achievement
Responsibility
Recognition
Advancement
Challenging work
Answers
1.
2.
3.
4.
Clear objectives
Delegation
Feedback
Job enrichment
5.
Empowerment
Reflection
• What will you take from today’s session and be
able to apply back into the workplace?
• What specifically will you do to apply this, and
how?
Short answer questions
• Begin to draft your answers on the M2.02 short answer mark
sheets (which can be found on the WIKI home page) and once
completed upload to the WIKI
• Time for personal activity
– Add into WIKI
– Review your reflective pieces of work if required
– Use IT for ‘job search’ and networking if you have time
Have you achieved today’s outcomes?

Explain performance requirements and the indicators of underperformance

Describe one basic recognised theory of motivation to team members

Explain the importance of feedback to improve communication and
performance

Tell me how to improve motivation in the workplace