Leadership Development Programme

1. Leadership DevelopmentProgramme Seminar 3 www.leadership.thesolutionorganisation.com

2. Presenters today • Brad Bamfield • 07803 133110 • b.bamfield@thesolutionorgainisation.com • Patrick Sullivan • 020 8241 0166 • p.sullivan@thesolutionorganisation.com

3. Today • Welcome • Review issues from last Seminar • Motivation • Leadership styles

4. Review of practical exercise • Report to group • Describe issues identified • Present mind map • Key issues • New thinking? Solutions? • Revisit and revise your OGSMs, if required • Stakeholder Analysis process for the OGSMs • Communications Plan for OGSMs • The team will review, and offer help

5. Motivation

6. Motivate: to give a motive to. • Motive • That which incites to action • That which determines the choice or moves the will • Motive power • The power or force acting on a body to move it

7. Ingredients for self-motivation • challenging, satisfying work • clear responsibilities and objectives • responsibility which matches capability • to feel developing in experience and capability • genuine control of delegated areas • perceived contribution to “bigger picture” • recognition for achievements • comfort with the organisation’s values, ethics & aspirations • ‘at one’ with self

8. Relationship with Supervisor Relationship with subordinates Company Policy & Administration Advancement 45 40 Personal Life Status Responsibility Relationship with Peers Salary Work Conditions Achievement Security Recognition The work itself Supervision Personal Growth 35 30 25 20 15 10 5 0 Herzberg’s Satisfiers and Dis-satisfiers

9. Self Realisation Growth Personal Development Accomplishment Talents fully used Creativity Self Esteem (Ego) Self Respect & Respect for others Autonomy/Responsibility Appreciation/recognition Achievement – Knowledge - Status Social Sense of belonging Giving friendship Receiving friendship Social activities Safety Protection from danger, threat, deprivation Security Physiological Food, drink, air, warmth, sleep, Shelter, sex, excretion Maslow’s Hierarchy of Needs

10. McClelland • Need for achievement or results • Need for affiliation or people • Need for power or influence

11. Hawthorne Experiments • G E, the major manufacturer of light bulbs, • Evidence that better lighting improved productivity • Wanted to validate these findings • GE funded the Research • An impartial study. AT&T's Western Electric Hawthorne plant • Beginning in 1924 and ending in 1932.

12. Illumination Studies, 1924 -1927 • The earliest experiment by the NRC with MIT. • NRC abandoned the project 1927. • Relationship between light intensity and worker efficiency. • Greater illumination would yield higher productivity?. • “Control” and “experimental” groups of female employees • Compared changes in productivity by manipulating lighting

13. No simple relationship • Poor lighting & better lighting seemed in increase productivity. • Pretended to increase lighting & the workers reported higher satisfaction. • Conclusion; behaviour is not merely physiological but also psychological. • The Scientific Management school saw work productivity as “mechanical”

14. The reasons for increased worker productivity • that the researchers interacted with the female employees; • this was first time any one had shown an interest in the workers. • the workers were trying to please the researchers • researcher corrupting an experiment by his presence = “The Hawthorne effect”.

15. Relay Assembly Test Room Experiments, 1927-1929 • An experimental group was established of five women • The experiments involved the manipulation of a number of factors, • to include pay incentives, • length of workday and workweek, • use of rest periods, ( impact on productivity and fatigue). • Result = little effect on productivity,

16. Mica-Splitting Test group, 1928 – 1930 • Disturbed by the inconclusive evidence a second experiment was conducted • The workers’ piece wages were held constant while work conditions were varied. • Productivity increased by about 15%. • The researchers concluded that productivity was affected by non-pay considerations

17. Plant-wide Interview program, 1928-1931 • From 1928 to 1930, 21,000 employees interviewed. • Work improved when supervisors began to pay attention to employees, • Work takes place in a social context in which work • Non-work considerations are important, norms and groups matter to workers.

18. Bank Wiring Observation group, 1931-1932 • 14 male workers assigned to the Bank Wiring factory. • Study of the dynamics of the group when incentive pay was introduced. • The finding was that nothing happened! • The work group had established a work “norm” • A shared expectation of how much work should be done in a day

19. The conclusion: • Informal groups operate in the work environment to manage behaviour.

20. Motivation – A new fad? “It is immoral to misuse people, under-use them and abuse them but it is highly moral to call forth and make use of the talents that are in people. It is also certain that people will not use their gifts to the benefit of the organisation unless they are treated as people with all the needs that people have.” (St. Thomas Aquinas, 13th Century)

21. Deliver Motivation • Level of wages • Training • CPD • Pride • Feeling of ownership • Share options • Suggestion schemes • Boutique benefits

22. Exercise 1 Your own motivators

23. Questionnaire Scoring • Second digit is that on the Maslow slide • 1 Physiological Comfort • 2 Safety  • 3 Social Fulfilment (Love/Belonging)  • 4 Self Esteem (Satisfaction of the Ego) • 5 Self Realisation (Self Actualisation) • As only 10 are chosen take the number falling into the category X 10 to get the percentage. • Example if 3 are in category 2 (Safety), 30% of your needs are for safety

24. Exercise 2 Your own business

25. Fallacies • Money is an effective motivator • Motivation = Productivity • Managers can motivate • Happy employees are productive employees • Motivators are universal • Disincentives can be used to aid in motivation

26. Fallacies - 2 • A leader doesn’t have to be personally motivated to have a motivated staff • I’ll see if my employees are motivated • Middle management is responsible for maintaining a motivated staff • If 3/4 of my staff are motivated I have nothing to worry about

27. Leadership styles • There are more theories about Leadership Style than any other branch of management. • Many say the same thing in different ways • However, it is an important, perhaps, the most important contributor to your profit

28. Leadership • Exercise 1 • Complete questionnaire for yourself • Score • Review

29. Leadership • Exercise 2 • Complete questionnaire for your partner • Score • Combine results • Review

30. Objectivity • Greatest leadership skill • See big picture • Define your Objectives • Accept you do not know it all • Appreciate what you have • Design & Build for the future • Communicate well

31. Where is all this taking me? • OGSMs • Stakeholder analysis • Stakeholder communications • Hierarchies • Strategic planning • Motivation • Leadership styles • Objectivity • Mind mapping

32. Action Plan • 3 simple things • To do now • To do differently • SMART

33. Summary of Seminar 3 • Review issues • Motivation • Tricks • Leadership matrix • Communications • Simple action plans

34. Feedback • What major conclusion did you draw from today's session? • What major questions remain in your mind?

35. Seminar 4 exercise • Think about the tools & techniques so far • In your own Organisation look at your managers (not yourself) • Analyse each member of staff for leadership style & 3 motivational factors • Identify your own leadership style and 3 motivational factors • Leadership matrix self and staff • How do staff see this? The same way? • Action plan or next steps from learning • Be prepared to make a 5 minute presentation on your business and what your issues are • The team will review, and offer help

36. Seminar 4 • Envisioning • Triple loop learning • Situational leadership • Interviewing – hidden values • Team working • Change processes • Understanding and working with Risk

37. Next meeting • We hope you have enjoyed today • We also hope you have learnt something useful • Please complete feedback forms • Next seminar • CitiLodge Hotel Wollaton Street • 12th July 1pm to 5 pm