intrinsic motivation€¦ · key idea: in order to shift a disengaged, self-centered, and...

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All-Staff Handouts This document accompanies Individual

Modules 13a and 13b of the eLearning Series, Your Extraordinary Workplace.

Intrinsic Motivation

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Increasing Intrinsic Motivation Note: Some of the information in the first of these four sessions may be redundant if you are taking this program within a comprehensive project. Resist the temptation to think, “I’ve already heard this” or “I already know this.” The reason I implore you to stay open is because in order to strengthen intrinsic motivators, we must all consistently re-visit how entrenched control models are. Resultant inferiority feelings rule the day.

Reducing Inferiority Feelings In People

Until we create conversations and conditions in which people stop being triggered into feelings of inferiority, we will not have a ceasing of struggles that interfere with progress. Control models based on extrinsic motivation are part of the cause for disengaged employees and mediocre or destructive behavior.

Note: You will be asked to share from your answers below in your mentoring and group facilitated sessions.

1. Do you agree there is significant shame and inferiority feelings in many people that lead to their indebtedness, addictions, obesity, and levels of medications? If not, what do you believe is the cause?

Answer: __________________________________________________________________________________

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2.Do you believe people are and want to be great?

Answer: __________________________________________________________________________________

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3. Do you believe people hide their inferiority feelings? If so, how do you know?

Answer: __________________________________________________________________________________

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“Inferiority feelings rule the mental life and can be clearly recognized in the sense of deficiency and dissatisfaction, and in uninterrupted

struggles both within individuals and humanity.”

Alfred Adler, Psychiatrist, 1870-1937


Dismantling Four Control Models


1. Do you agree the reason for disengagement is the use of control models? Why or why not?

Answer: __________________________________________________________________________________

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2. Do you agree it’s imperative we dismantle the control models? Why or why not?

Answer: __________________________________________________________________________________

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3. What do you think makes people disengage from their own motivation? Why or why not?

Answer: __________________________________________________________________________________

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4. Do you agree with the assertion that our current control systems are causing disengagement and feelings of inferiority? If you agree, state why this is true for you personally. Why or why not?

Answer: __________________________________________________________________________________

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5. Do you believe the control models are hard to put down? Why or why not?

Answer: __________________________________________________________________________________

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6. Do you believe they should be? Why or why not?

Answer: __________________________________________________________________________________

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7. Do you have trouble putting down any of the four control models shown? Why or why not?

Answer: __________________________________________________________________________________

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8. Do you believe any of the four control models are ever ok to use? Why or why not?

Answer: __________________________________________________________________________________

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9. Do you believe you can be a good authority as a boss or parent AND a good friend simultaneously?

Answer: __________________________________________________________________________________

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10. Do you believe it’s scary to put down the control models with the intent of helping people to develop internal or intrinsic motivation?

Answer: __________________________________________________________________________________

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11. Do you agree there is a connection between using control and how inferior people feel?

Answer: __________________________________________________________________________________

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12. Do you feel we diminish the four core needs?

Answer: __________________________________________________________________________________

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13. Do you believe millennial employees could be “canaries in the coal mine”? In other words, do you believe they are a barometer for the health of the workplace culture?

Answer: __________________________________________________________________________________

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14. Is it important to level the playing the field where we see that no matter what our role, title or behavior, we are more alike than we are different?

Answer: __________________________________________________________________________________

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Kinds of People: Why Motivation Matters

People are always motivated. They’re just not always motivated to do the things you think are necessary or desired. It’s important to consider the methods that inspire and encourage people. You and your team have goals you want to achieve and challenges you want to overcome. In order to do this well, you need to be a certain kind of person, and cultivate certain kinds of people on your team too… namely self-directed, fully engaged, and intrinsically motivated people.


1. What kind of people do you have around you?

Answer: __________________________________________________________________________________

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2. What is it costing you?

Answer: __________________________________________________________________________________

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3. What kind do you need?

Answer: __________________________________________________________________________________

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4. What would you gain?

Answer: __________________________________________________________________________________

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5. Do you believe tracking engagement and managing it is crucial?

Answer: __________________________________________________________________________________

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How would you describe those who lead you? Or if you are a leader, describe your own

leadership style(s)?


Answer: __________________________________________________________________________________

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Describe an experience you’ve had with each of the following styles, whether giving or receiving. Indicate, how each made you feel, what you decided about yourself, what you decided about the person using each. Autocratic: ________________________________________________________________________________

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Rewards: __________________________________________________________________________________

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Judgment:_________________________________________________________________________________

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Pamper: __________________________________________________________________________________

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Mentoring: ________________________________________________________________________________

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How would you describe your behavior with your current leader?


Answer: __________________________________________________________________________________

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Reflect on a specific experience in which you acted in each engagement state. Indicate, how you felt, what you decided about yourself, what you lost and gained. Actively Disengaged: _______________________________________________________________________

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Disengaged: _______________________________________________________________________________

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Fully Engaged: _____________________________________________________________________________

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Transformation: If a caterpillar’s priority is to consume and be transactional (caring only about me and mine), and the butterfly’s priority is to be socially interested (caring about others) and team-oriented, what needs to happen to aid your healthy motivation in the cocoon of your workplace culture and relationships?

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7-Step Process for Culture Change Note: You will be asked to share from your answers below in your mentoring and group facilitated sessions.

1. Do you understand why we show the 7-step process?

Answer: __________________________________________________________________________________

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2. What is being dismantled with this process?

Answer: __________________________________________________________________________________

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3. You have been taking down something that has been in place for centuries. What are we building that’s significantly different?

Answer: __________________________________________________________________________________

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4. Will you fully commit to being patient and supportive with yourself and others in the process?

Answer: __________________________________________________________________________________

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5. Can you see that it takes time for people to trust one another when control has been put down? If so, why? How does that show up for you personally?

Answer: __________________________________________________________________________________

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Psychological Contracts We need to be purpose driven and self-motivated to build trust Note: You will be asked to share from your answers below in your mentoring and group facilitated sessions.

1. Why is it important to be determined to work through psychological contracts?

Answer: ______________________________________________________

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2. What do most people default to when there is not sufficient trust to discuss psychological contracts that are not going well?

Answer: __________________________________________________________________________________

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Mentoring, Not Managing

Key idea: In order to shift a disengaged, self-centered, and extrinsically motivated person into a socially interested, caring, creative and intrinsically motivated person (employee or manager), each of us needs to be in a supportive relationship with a mentor who cares about us, sees and understands us, and is invested in our growth, development, success and happiness. This could be a boss to direct report mentoring relationship, but it need not be. What’s important is spending time with another person to consider your relationships, productivity and engagement levels, how to improve them, and how to create next steps.

• It must be done regularly

• It must be transparent

• It must be supportive

• It must be responsibility-based for all parties

Consider: The Elements of Trust

1. Which come most easily to this person?

□ Congruence/Straightforwardness - is honest and direct

□ Openness - is willing to give and receive feedback

□ Acceptance - is non-judgmental and accepting of others

□ Reliability - follows through on commitments

2. Which is needed and in what order?

□ Congruence/Straightforwardness - is honest and direct

□ Openness - is willing to give and receive feedback

□ Acceptance - is non-judgmental and accepting of others

□ Reliability - follows through on commitments


Consider: Intrinsic Motivators (in self and others)

3. Which intrinsic motivators need to be addressed? What is the starting place?

□ A Sense of Meaningfulness - has purpose and vision for their role and tasks

□ A Sense of Choice - decides/chooses how, when, where, on tasks

□ A Sense of Competency - is trained on skills

□ A Sense of Progress - can tie success now with progress towards vision

4. What would you like to (or support in another person):

Start doing?________________________________________________________________________________

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Stop doing? ________________________________________________________________________________

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Continue doing?_____________________________________________________________________________

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5. What questions do you need to ask to determine awareness of the situation and the need to change?

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6. What behavior change requests will you make to get the desired outcome you want?

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7. What building blocks can you work on concerning intrinsic motivation?

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8. What questions do you want to ask to raise awareness around a need to change?

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9. What strategies need to be put into effect to help achieve a new result? Is there an area requiring time for inspiring, delegating, handing off, training or scorekeeping/cheering?

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10. Is additional knowledge needed? If so, what?

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11. Additional skills? If so, what?

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12. How will you help this person decide. . . what is a measure for success?

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Ask Yourself: How can I support the quality of mentoring here? How will I - and everyone else - gain full benefits?

Summary of the Part 1 Module

Overall, this session is demonstrating that you need certain kinds of people, and you need to be a certain kind of person yourself to accomplish goals and overcome challenges. The kinds of people needed to do so must feel empowered, lovable, connected and be contributors. They must not be suffering from feelings of inferiority caused by control models that make them feel shameful and stunt their internal motivation. In order to cultivate happier and more productive kinds of people, all those who make up the organization must be part of dismantling control models and use of extrinsic motivators. Then they must develop the trust needed to work through stressful, negative, psychological contracts, and gain the support needed through mentoring relationships. When this occurs, each is able to transform into trustworthy, purpose-oriented, and socially interested teammates who can resolve any issue and create any needed system or solution.


What is Intrinsic Motivation?

Intrinsic motivation is when you love what you are doing and who you are being while you are doing it. It is when the focus of your authority and autonomy come from the best place within you, without undue or invasive influence from outside programming, conditions or people.

Creating More Intrinsic Motivation In My Staff

In his book Intrinsic Motivation at Work, Kenneth Thomas identifies four Intrinsic Motivators that build momentum. For each one below, describe the leader’s primary role in drawing this out, and the steps you can take to get employees focused on achieving the specific goals of each intrinsic motivation.

#1 - Sense of MEANINGFULNESS

Leadership: Inspiring

• How will I help this person with cynicism?

• How will I help this person identify passions?

• How will I help clarify specifics of his/her vision?

• How will I help this person recognize the “purposes” or need for their role and tasks?

• Are there “whole tasks” that would help this person feel his or her role in the organization matters?

#4 - Sense of PROGRESS

Leadership: Scorekeeping/Cheering

• How will I make sure this person is well supported by extending community for his/her needs?

• How will I help this person identify milestones?

• How will I this person celebrate and savor success?

• How will I give more contact with the community or extended organization to understand value?

• How will I help this person measure improvement?

#2 - Sense of CHOICE

Leadership: Handing Off

• How will I delegate tasks to this person?

• How will I set up ways to demonstrate trust?

• How will I create greater awareness of safety, respect and support to encourage risk-taking?

• How will I help this person identify/express the purpose for the choices they want to pursue?

• How will I provide more information about the roles they could or are taking?

#3 - Sense of COMPETENCE

Leadership: Coaching

• How will I train this person or provide knowledge?

• How will I provide feedback or support this person in evaluating his/her own ability level?

• How will I recognize/acknowledge his/her skills?

• How will I assess this person’s level of challenge to make sure it’s not too great or too low?

• How will I hold higher standards and expectations (without comparisons or competition)?

Notes:

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Intrinsic Motivator #1: Sense of Meaningfulness

A sense of meaningfulness is crucial to have in place before any other intrinsic motivator. The role of the individual and those supporting people is to look for and cultivate inspiring reasons for tasks and for one’s role in life and work. There are many conditions and conversations that inhibit one’s sense of Meaningfulness. They include:

A. Cynicism – What is it?

• Embarrassing or shaming a person’s idealism (it’s a protection)

• Punishing or suppressing people’s passion(s)

• Jaded negativity (it’s special about us)

• Assigning a negative motive to others (or not looking for or seeing any positive motive)


1. Will I help stamp out cynicism? Why or why not? How?

Answer: __________________________________________________________________________________

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Steps For Reducing Cynicism At Work

1. Set a non-cynical environment as a value. Make enthusiasm safe. Make it safe to share passion, excitement, new ideas and possibilities. It’s helpful, good and contagious. Make it ok. How will I do this? How can we do this as a group?

Answer: __________________________________________________________________________________

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2. Name cynicism and show it for what it is. Speak about this elephant in the room. It’s toxic and contagious. Create tools to overcome it when it shows up (e.g. saying “higher” when someone is making a cynical statement about self or another. Request they stop and reframe the statement to be encouraging and positive. Should we do this? How will we? When will we? (annually, quarterly, monthly, weekly, or in daily huddles)?

Answer: __________________________________________________________________________________

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3. Create group systems to promote expressions of encouragement, innovation, enthusiasm, and compassion. Should we do this? How will we? When will we?

Answer: __________________________________________________________________________________

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4. Take time for training about cynicism. Cynicism and passion are choices - we either encourage or discourage them. Should we do this? How will we? When will we?

Answer: __________________________________________________________________________________

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5. Manage cynicism. Focus on appreciative questions about how things have and do and might go well. Should we do this? How will we? When will we?

Answer: __________________________________________________________________________________

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Steps For Reducing Cynicism In Yourself


1. Acknowledge when you are cynical and that you think negatively more often than not. Should we do this? How will we? When will we?

Answer: __________________________________________________________________________________

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2. Observe your negative cynic with compassion and patience. Notice what your cynic says and what it sounds like. Is it disdainful, harsh, etc.? Should we do this? How will we? When will we?

Answer: __________________________________________________________________________________

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3. Question cynical thoughts (Check out the worksheets on the website of Byron Katie at www.thework.com) Check to see if your negative ideas are based in logic and reality. Are they coming from someone else you know or knew? Should we do this? How will we? When will we?

Answer: __________________________________________________________________________________

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4. Commit to choose to be positive. Promise yourself you will look on the bright side of things. Should we do this? How will we? When will we?

Answer: __________________________________________________________________________________

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5. Seek out and spend time with happy people and let go of (or reduce time with) those who are not . Let happy people’s behaviors and conversations uplift and inspire you.

Answer: __________________________________________________________________________________

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6. Focus on people’s positive qualities and positive intentions. Assign a positive intention to them and look for good in them, even when they are gruff, negative or overly critical. You will notice they will become less cynical.

Answer: __________________________________________________________________________________

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Ask yourself: How can I better help each person (including myself) identify cynicism so we can begin to replace it with optimism, vision, and purpose?

B. Passion It’s important to create opportunities to express, foster, make time for, and encourage excitement and passion for tasks, ideas and people.

Steps to Increase Passion:


1. Regularly share your organization’s purpose, values and visions, especially your purpose. This may feel like a fruitless or redundant practice. You will be tempted to skip it. Don’t. Do it anyway. Find ways to switch it up. Find as many times as possible to add it in. You will feel silly. If you listen, you will hear your cynic and its resistance to doing this. Should we do this? How will we? When will we? Share your ideas.

Answer: __________________________________________________________________________________

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2. Review blueprints. Take time at some of your mentoring sessions to take a keen interest in each other’s blueprints and encourage continuous forward movement in using them. Should we do this? How will we? When will we? Share your ideas

Answer: __________________________________________________________________________________

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3. Periodically invite people at meetings to share their purpose or why, their values and visions. (Encourage verbal discussions about it.) Especially engage in this opportunity when they are acting most out of alignment with a high purpose - not to shame them, but to help them find their way back to it. Should we do this? How will we? When will we? Share your ideas

Answer: __________________________________________________________________________________

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4. Believe in people and that they have amazing purposes. Express interest in the amazing goodness and greatness in people. Look for it. Listen for it and to it. Recognize it. Should we do this? How will we? When will we? Share your ideas

Answer: _________________________________________________________________________________

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Ask yourself: How can I better help each person identify his or her passions?

C. Vision It’s important to create opportunities in which people can discuss vision so that together they co-create their manifestation through thoughts, words, and actions.

Steps For Increasing Vision And The Sharing Of Dreams:


1. Over-communicate purpose, values and visions. Remind others what you are causing together and alone and why it matters. Frequently ask them about their dreams. Should we do this? How will we? When will we? Share your ideas

Answer: __________________________________________________________________________________

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2. Frequently revisit blueprints so people write robust visions based on their purpose or why and values, so that they are allowing their biggest visions without worrying about how. Ask them to describe what’s happening in their vision as if it’s occurred and engage all five of their senses. Should we do this? How will we? When will we? Share your ideas.

Answer: __________________________________________________________________________________

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3. Focus on successes: Point out to each person when their vision is unfolding so they pay attention to the positives that are happening as they occur. Should we do this? How will we? When will we? Share your ideas

Answer: __________________________________________________________________________________

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Ask yourself: How will I help each person clarify his or her vision(s)?

D. Task Relevance

It’s important for all people to consider high purpose reasons for all activities they do. Each is engaging in processes in order to obtain specific results. Having a sense of relevant meaning makes going through the work of this fulfilling.


1. Results: Quantifiable changes that happen because of the interactions people have with a task or service 2. Processes: The activities, strategies, services, tactics or other actions engaged in - in order to complete tasks Ask Yourself: How will I help each person to see the relevance of what they do and the importance of the results they choose?

Answer: __________________________________________________________________________________

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E. Whole Tasks

Whole tasks are activities in which an individual or team is given a significant amount of responsibility to manage a specific outcome or project, including results to achieve and the processes they adopt for success.

Note: You will be asked to share from your answer below in your mentoring and group facilitated sessions.

1. Identify whole tasks to delegate to individuals and teams. Should we do this? How will we? When will we? Share your ideas.

Answer: __________________________________________________________________________________

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_________________________________________________________________________________________ Ask Yourself: Are there whole tasks I could assign to help each person better grasp that they matter?

Answer: __________________________________________________________________________________

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Note: Whole tasks should be a surprising stretch and more than what’s normally requested.


IT JUST GOT REAL!

Name ____________________________ Date _____________________

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Resources (to overcome challenges or barriers)

Resources (to overcome challenges or barriers)

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intrinsic motivation€¦ · key idea: in order to shift a disengaged, self-centered, and...

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