new perspectives on employee motivation: balancing the big 4
TRANSCRIPT
Dr. Melanie SeemannProf. Dr. Thomas Seemann
New Perspectives on Employee MotivationBalancing the Big 4
- 2 -- 2 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Wen? Schlüsselpersonen identifizieren
Wie? Maßnahmen zur Mitarbeiterbindung gestalten
II
III
Agenda
IntroductionI
The Concept of Flow
The Concept of Energy
II
III
Wie? Maßnahmen zur Mitarbeiterbindung gestaltenIII The Big 4 of Employee MotivationIV
- 3 -- 3 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Knowledge-orientation
Task-orientation
600 1200
Shift towards Knowledge Worker Shift of Generation1 2
Two Key Trends Further Increase the Role of Employee Motivation
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”The difference between an
motivated employee and a
disengaged employeeis like the difference between
a glowworm and a lighting.”
- 5 -- 5 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Wen? Schlüsselpersonen identifizieren
Wie? Maßnahmen zur Mitarbeiterbindung gestalten
II
III
Agenda
IntroductionI
The Concept of Flow
The Concept of Energy
II
III
Wie? Maßnahmen zur Mitarbeiterbindung gestaltenIII The Big 4 of Employee MotivationIV
- 6 -- 6 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
intense concentration
deep enjoyment
immersed in an activity
lose awareness of time and space
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Flow is characterized by• intrinsic and highly focused state of motivation• emotions are not just contained and channeled,
but energized, and aligned with the task at hand• feeling of spontaneous joy while performing a task
Source: Csikszentmihalyi, Mihaly. 1997. Finding flow: the psychology of engagement with everyday life. New York: BasicBooks.Csikszentmihalyi, Mihaly. 2009. Flow: The psychology of optimal experience. New York: Harper and Row.Goleman, Daniel. 2006. Emotional intelligence. New York: Bantam Books.
The Concept of Flow (by Mihály Csikszentmihalyi, 1997)
- 8 -- 8 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Two Key Dimensions Need to be Considered to Achieve Flow
Flow Channel: Balance Challenge [C] of a Task and the Corresponding Skill Set [S]
Skill [S]
Challenge [C]
FlowChannel
Boredom
AnxietyConditions for flow-like experience
• Intellectually stimulating tasks
• Assignments that have clear goals and that provide short-term feedback on the progress made
• Sufficient autonomy in order to feel in control of one’s actions
• The possibility to concentrate on the task without too many disruptions
- 9 -- 9 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Wen? Schlüsselpersonen identifizieren
Wie? Maßnahmen zur Mitarbeiterbindung gestalten
II
III
Agenda
IntroductionI
The Concept of Flow
The Concept of Energy
II
III
Wie? Maßnahmen zur Mitarbeiterbindung gestaltenIII The Big 4 of Employee MotivationIV
- 10 -- 10 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Two Key Dimensions Need to be Considered to Achieve Energy Channel
Energy Channel: Balance Workload [WL] of a Task and the Capacity to Work [CW]
Capacity to work[CW]
Workload [WL]
EnergyChannel
Under-load
Over-load
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Source: Schwartz, Tony, and Catherine McCarthy, 2007. "Manage your energy, not your time". Harvard Business Review. 85 (10): 63-6.Schwartz, Tony, Jean Gomes, and Catherine McCarthy. 2010. The way we're working isn't working: the four forgotten needs that energize great performance. New York: Free Press.
The Concept of Energy (by Schwartz and McCarthy, 2007)
“Manage your energy, not your time!”
Red flags: Employees…• are stressed, anxious, frustrated or overwhelmed at work• act irritable, impatient or anxious • work on evenings and weekends and do not take an email-free
vacation. • They feel uncomfortable completely disconnecting from work.• feel they can’t get their work done (e.g. due to an flood of e-mail
communication or the participation in unfocused and unproductive meetings)
• are not able to name their top three priority tasks.• take on more tasks than they can handle.• are tired, getting less than 6-7 hours of sleep per day.• performance decline.
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The Wellspring of Energy(Schwartz, Gomes, and McCarthy 2010)
Source: Schwartz, Tony, and Catherine McCarthy, 2007. "Manage your energy, not your time". Harvard Business Review. 85 (10): 63-6.Schwartz, Tony, Jean Gomes, and Catherine McCarthy. 2010. The way we're working isn't working: the four forgotten needs that energize great performance. New York: Free Press.
Physical Energy
Mental Energy
Emotional Energy
Spiritual Energy
- 13 -- 13 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Wen? Schlüsselpersonen identifizieren
Wie? Maßnahmen zur Mitarbeiterbindung gestalten
II
III
Agenda
IntroductionI
The Concept of Flow
The Concept of Energy
II
III
Wie? Maßnahmen zur Mitarbeiterbindung gestaltenIII The Big 4 of Employee MotivationIV
- 14 -- 14 -Dr. Melanie Seemann / Prof. Dr. Thomas Seemann
Employee Motivation by Balancing the “Big 4”
Performance Spot: Balance the Four Parameters
Capacity to work [CW]
Work-load [WL]
Skill [S]Challenge [C]
Performance Spot
Energy ChannelFlow
Channel
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Big4 Leadership Cockpit: ____________________________
Skills / Key strengths
Challenge of main tasks
FlowChannel
Flow dimension
Reflect Act
Motives/drivers1
New challenges that inspire (flow)
New skills to acquire / Growth
Motives/drivers of employee
2
Improve conditions for flow (focus)
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Capacity to work
Workload (tasks by capacity)
EnergyChannel
Energy dimension
Reflect Act
Motives/drivers4
Workload adjustments
Ways to reenergize
Leaderships style and measures
3
Limitations/Barriers:Resources:
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Give it a try…
• Each individual is unique. Leading people is about understanding there motives and challenges.
• The “Big 4” dimensions are have proven to be highly valuable in motivating and leading people. The framework is a management tool that is both meaningful and actionable.
• Three key levers to address in your organization:
Value the diversestrengths and likesof employees
Develop leaders whobring out the best of employees
Create inspiring working conditions
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Management Consulting
Prof. Dr. Thomas Seemann
Dr. Melanie Seemann
Get in touch…