MOTIVATION… THE LAST EXPECTANCY LINK!

EXPECTANCY THEORY offers one more linkage insight into why many people are not motivated in their job. The last of the three links or relationships is: 

The Reward = Attractiveness relationship (How attractive is the reward?)

In this last relationship the individual’s personal judgments and personal goals come strongly into play. If you offer a promotion to someone who is looking for more intellectually challenging technical problems/opportunites the reward offered will be ineffective. More money may not be attractive to someone who craves more personal time to be with his or her family. 

The key message this theory offers for effective leader/managers is that it demonstrates the need for leaders to have a sound understanding of an INDIVIDUALS goals and aspirations and their perceived linkage between effort and performance, performance and rewards and finally rewards and individual goal satisfaction.

THE OLD ‘LETS HAVE AND EMPLOYEE OF THE MONTH AND HAND OUT SOME RECOGNITION’ JUST DOES NOT WORK.

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MOTIVATION… THE LAST EXPECTANCY LINK!

EXPECTANCY THEORY offers one more linkage insight into why many people are not motivated in their job. The last of the three links or relationships is:

The Reward = Attractiveness relationship (How attractive is the reward?)

In this last relationship the individual’s personal judgments and personal goals come strongly into play. If you offer a promotion to someone who is looking for more intellectually challenging technical problems/opportunities the reward offered will be ineffective. More money may not be attractive to someone who craves more personal time to be with his or her family.

The key message this theory offers for effective leader/managers is that it demonstrates the need for leaders to have a sound understanding of an INDIVIDUALS goals and aspirations and their perceived linkage between effort and performance, performance and rewards and finally rewards and individual goal satisfaction.

THE OLD ‘LETS HAVE AND EMPLOYEE OF THE MONTH AND HAND OUT SOME RECOGNITION’ JUST DOES NOT WORK.

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STAFF MOTIVATION… ANOTHER LINKAGE PROBLEM!

EXPECTANCY THEORY offers (as I said previously) a number of insights into why many people are not motivated in their jobs. The “expectation” is based on an individual’s belief the their actions will be followed by a given outcome and particularly on the attractiveness of that outcome. The second linkage that the theory focus’s on is the:

Performance = Reward linkage (What is the reward?)

Many employees see the performance reward linkage as being very weak. This particularly occurs when the organization completes a performance appraisal then does something stupid like give an ACROSS THE BOARD, 5% SALARY INCREASE TO EVERYONE. Performance management (inspiration) is a process and needs to be a whole year ongoing effort which includes, vision sharing, personal development discussions, training, counselling and action planning as well as the annual performance appraisal.

TOO HARD… MAYBE GO AND FIND THAT BIG STICK… OR PERHAPS SOME CARROTS

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DIFFICULTY WITH STAFF MOTIVATION… IT COULD BE A LINKAGE PROBLEM!

EXPECTANCY THEORY proposes that an individual will act in a certain way based on the expectation that what they do will lead to, or will be linked to, a particular outcome. The motivation ‘value’ is also linked to how that person views the attractiveness of that outcome. The theory focus’s on three relationships:

The first of these is the… Effort = Performance linkage (How hard will I have to work?)

Looking at this proposition, if employees do not perceive themselves as competent (having the skills and knowledge they need) they may believe that no matter how much effort they exert they will not receive recognition as a top performer. Often this undesirable situation is reinforced by a performance appraisal system that takes into account such factors as loyalty, initiative, courage, third party perceptions on a person’s ability to be promoted and even the employees general presentation.

IF YOU NEED TO INSPIRE FOR TOP PERFORMANCE YOU NEED TO STRONGLY LINK EFFORT TO REWARDS

More on motivation next issue...

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LOOKING FOR LEADERS - TWO

A few more handy attributes to look for when selecting leaders…

- those that seem to make others feel good about themselves, the types that say, ‘he’s a good guy’ or ‘she’s a great help’ and that are comfortable paying compliments to others

- those that can sell the ‘no’ or a different point of view with tact and still maintain relationships by knowing what is common ground and strengthening that, rather than accentuating differences

- those that don’t bad mouth others or complain about workmates, ‘those idiots in accounting or the upstart pampered sales team’

- those that solve problems in imaginative ways and through negotiation rather than the ones that come to your office and say, ‘this is a cock up what do we do now’!

- those that listen and show they are listening

Not a complete list for sure, but not a bad start OR is it back to… “AH FRED WHO’S OUR MOST SENIOR ENGINEER?

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LOOKING FOR LEADERS - ONE

Yes we could make the best engineer the next manager/leader however what do we get… DOUBLE TROUBLE… WHY? … We lose our best engineer and often get a lousy manager! SO WHO DO WE LOOK FOR?

- those who regularly tell others what they are doing and the results they have achieved on behalf of the company. Yeah I know they can be seen as braggers but better this sort, than the ones who are mumbling about the problems at home or type of boat they are thinking of buying

- those that seem to be able get their workmates to help out when things need to get done, the characters that say ‘hey lets all come in on Saturday finish this off and we can go to the pub for lunch together after’

- those who are willing to be in the spotlight… you know… the types that volunteer to plan a company event or activity or that will give presentations to other employees

- those with a good network, they know ‘everybody,’ the sort of person you instinctively go to, to ask… do you know anyone that can get me a left handed widget for my ‘whats-it-thingo’

- those that finish tasks on time without sacrificing quality or wasting resources

LOOK OUT OF YOUR OFFICE DOOR THERE MUST BE SOMEONE OUT THERE LIKE THAT… NO… OOPS

ps: I these are your attributes and your company wont promote you to leader perhaps its time to fill out your resme... there is free resume help at www.orglearn.org

If entrepreneurial organisations need to be learning organizations (and they do)… WHAT DO LEARNING ORGANIZATIONS LOOK LIKE?

‘Management encourages a culture of exploration and risk taking and seeks ways to expose staff to new ideas and perspectives’; ‘A market action oriented philosophy drives company leaders and staff and there is a shared belief that he only reason a company has to exist is to serve a customer’; ‘They hire for all levels from outside the organisation and will often use outside consultants to bring a new perspective’; ‘Management actively promote job rotation and project teams to develop individuals and encourage active networking and collaboration with outsiders’; ‘They allow mistakes as part of learning (without recrimination) and they often openly reward healthy rule breaking and policy defiance’; ‘Individual’s knowledge sharing is promoted and rewarded and free access to information is provided across all levels’.

KEY ISSUE: Some years ago (when I was an ‘aussie’ financier), I was sent, to a five-week, live-in, management-training programme. On my return to work I had gained some insights on how to improve my area of responsibility. When I attempted to implement the changes the boss’s reaction was, ‘the way we are doing things now is just fine, we all feel like that after ‘the course’, you’ll get over it in a few weeks, just get on with the job’.

Many equate training people with being a learning organisation. Training people is imperative however the new skills and knowledge gained from the training must lead to a change in how the organisation operates. A change in the organization’s behaviour and implementation of new ways of doing things based on what has been learned (and shared) is the only true sign that you really are a learning organization.

IS YOUR ‘TRADITIONAL COMPANY’ GOING THE WAY OF THE AUSTRALIAN FINANCE INDUSTRY… (IT NO LONGER EXISTS)?

*Adapted in part from Mitch McCrimmon’s book ‘Unleash the Entrepreneur Within’

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A MAJOR KEY TO BEING ENTREPRENEURIAL - HOW WE LEARN

Traditional Learning (SINGLE LOOP)

Scanning, Sensing, Planning (THINK) >>> then >>>
Comparison to norms (DECIDE) >>> then >>>
Initiate action (ACT) >>> then >>>
Adjust (GET FEEDBACK) >>> then >>>
The process restarts with Scanning, Sensing, Planning (THINK) and so on.

Due to the ‘need for experimentation and speed’, entrepreneurial activity means less planning and more doing. I suggest the traditional learning model is no longer appropriate or effective.

Entrepreneurial Learning (EXPERIENTIAL-DOUBLE LOOP-ADJUSTED)

Scanning, Sensing, Acting (ACT) >>> then >>>
Reflect on what happened (FEEDBACK) >>> then >>>
Compare to norms (THINK QUICKLY), plus
2nd loop Question the norms (THINK QUICKLY) >>> then >>>
Adjust (DECIDE) and the process continues with,
Scanning, Sensing, Acting (ACT) and so on.

ARE YOUR KEY PLAYERS LEARNING FROM MARKET REALITIES OR ARE THEY STILL DOING FIVE YEAR PLANS BASED ON AN IRRELEVANT PAST…

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ENTREPENEURS ARE ACTIVE CONTINUOUS LEARNERS

If we are to capitalise on future business opportunities we need as leaders to be ‘entrepreneurial learners’!!! The old think, decide, act and asses (or plan, do, assess and adjust) single loop corporate learning cycles advocated in the past are no longer appropriate in modern learning organizations. The problem is that in the fast moving business climate of today too much time thinking and planning will mean short term windows of opportunity for new business will be gone (taken by others) before we have a chance implement our activities.

In addition to a change in the traditional learning model to be true entrepreneurial learners the time in which the cycle takes place needs to be much more rapid and based on trying new ways of doing things regardless of ‘right or wrong’ outcomes. The ‘6P’, PROPER PLANNING PREVENTS PITIFULLY POOR PERFORMANCE advocates and the idiot who said ‘DO IT RIGHT THE FIRST TIME’ at this stage would be calling for my head.

Learning Facts.

All learning takes place outside our comfort zone; Entrepreneurial learning is primarily experiential; Entrepreneurial learning means taking a risk; Learning is severely hampered by our paradigms; We can too easily become victims of our own past success; The rational learning model (traditional) expects us to decide if we like a new type of food without first tasting it; Truth is merely a perspective of reality; Reality is what we need to learn.

DECISIONS NEED TO BE REALITY BASED NOT TRUTH DRIVEN!

AT YOUR PLACE, DO THE MANAGERS CONFIRM THE OLD PARADIGM’S TRUTH… OR REPORT (AND LEARN FROM) THE CURRENT REALITY?

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