Rex Gatto Ph.D.,BCC Gatto Associates, LLC 750 Washington Road Pittsburgh PA 15228 412-344-2277 www.rexgatto.com

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

       Defining Motivation Motivating Boomers, Gen X-ers and Y-ers Motivating through Praise Feedback and Development How motivation plays a part in Leading Motivational Strategy Identifying Motivational Factors

Defining Motivation

Motivation

          Be realistic Ask what motivates YOU?

to be accomplished Identify your biases Challenge Strengthen Encourage risk-taking Communicate Ask “What’s in it for you” Identify the trade-offs

Physical and mental effort expended toward a goal   Extrinsic: outside recognition, praise, reward Intrinsic: internal pride, fulfillment, self actualization Performance = Ability X Effort (or motivation)

       Listen to employees’ needs Acknowledge how employees feel Be honest Support teamwork Encourage Challenge/job innovation Promote satisfaction between worker and job

  ◦ ◦ ◦ ◦ ◦ ◦ ◦ ◦ Self actualization Creativity Self-realization Challenges of work Self esteem Promotion, praise Special benefits Belonging Teamwork Friendly manager   ◦ ◦ ◦ Safety Job security Work standards Seniority ◦ ◦ ◦ ◦ Psychological Money Work breaks Equipment Work conditions

 ◦ ◦ ◦ ◦ ◦ ◦ ◦ ◦ ◦ Motivator factors (satisfiers) Achievement Advancement Opportunity Appreciation Praise Earned recognition Personal growth Acceptance Work itself  ◦ ◦ ◦ ◦ ◦ ◦ ◦ Hygiene Factors (dissatisfiers) Wages Work conditions Company policies Organizational structure Coworkers Management personalities Facilities

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Maslow

◦ ◦ ◦ ◦ Self actualization Self Esteem Psychological Safety 

Hertzberg

◦ ◦ Satisfiers Motivator factors Dissatisfiers Hygiene factors

 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

 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).

 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).

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

Comment on the following statements:  I am the boss so do as I say   You can’t motivate people without rules, regulations and procedures It’s important not to rock the boat.

 The goal is the most important thing.

 Let the majority decide.

  I am the boss and my task is to sell my ideas to my subordinates People should be controlled.


Inducement systems are those design aspects of an organization, which act to energize, direct, or sustain behavior within the organization.

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Reward,

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Task,

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Managerial, and

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Social

Implementation of formal reward systems in the organization, such as the compensation and the promotional systems.

Ex. pay raise may be a form of pure instrumental motivation, or it may provide the basis upon which the individual’s self perceptions are reinforced or enhanced.

Job responsibilities, task design or duties One’s contribution to the success of the task Competencies and values that comprise a role specific identity that may be crucial to an individual’s self concept.

Leadership style or characteristics Leadership style, in terms of conditional/uncondition al feedback, impacts one’s self-perception as well as one’s self esteem.

Impact of the work group or the organization Individuals are motivated to demonstrate the traits, competencies, and values, which are important to the work group - firm

If we feel that our inputs (work) are less than the outputs (get out of)  Feel lucky, feel I do not have to work as hard or I want more (athletes and CEOs)

If we feel that our inputs (work) out-weigh the outputs (get out of)  Demotivation is proportional to the perceived disparity between inputs and expected outputs.

 Some people reduce effort and are disgruntled, or outwardly difficult, and even disruptive.

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

We define the metrics for performance factors that create consistency through a common descriptive performance language

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

 Supportive: strengths maintain  Corrective: enhance your actions or skills 

FEED THE FUTURE

 S  A  R  A People do not have to go through all 4 stages

 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.

 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

  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.

   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.

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

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

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

Trust & Respect Important Job Deserved Praise Support The behaviors rewarded today are the very behaviors that associates will develop for tomorrow

Be

SMART: S

pecific,

M

easurable,

A

ction oriented,

R

ealistic and

T

ime bound

     State the issues Identify and focus on facts Discuss results Focus on individual employee only Listen without rebuttal

 Why do you Praise?

 Why do you Reprimand?

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

 O  A  R  S

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

Leadership defines what the future people should look like, aligns inspires with that vision, and them to make it happen despite the obstacle. It is a set of processes that can keep a complicated system of people and technology running smoothly. Leadership is a set of processes that create the organization.

Utilizing the appropriate style and level of leadership motivates and encourages the followers.

     Level 1: Good strong individual contributor; Level 2: team member; Level 3: very competent employee; Level 4: executive level concerned for his/her own success; Level 5: strong care and concern for the  Secret to level 5: find the work or organization

     Level 1: Learning Level 2: Performing Level 3: Leading Level 4: Mentoring leaders Level 5: Mentoring Mentors of firm

   Level 1: Position Title Level 2: Permission - begins to lead   results Level 4: People development Level 5: Personhood - large

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.

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 .

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?

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?

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

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

 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 .

    Staff Model Leaders Emulate boss’ behavior Do what boss does because: ◦ They get paid by boss ◦ ◦ They are recognized by boss They are promoted by boss

   What will you now do differently?

What actions can you maintain or enhance?

What actions can you change?

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