Purpose Based Recognition; Recognizing, Rewarding and Retaining Your Staff

1. Purpose Based Recognition;Recognizing, Rewarding and Retaining Your Staff presented by Lori A. Hoffner Speaker ~Trainer ~ Consultant SupportingCommUnity, Inc. Littleton, CO Phone720-353-2863 ~ fax 720-242-9247www.SupportingCommUnity.com Lori@SupportingCommUnity.com

3. Accelerant • Scientist have known the secret for decades • Speed up reactions • Achieving results more quickly • They work the same way in business • Work better, faster and more smoothly, without throwing you or your organization off balance

4. Purposed Base Recognition • The biggest impact for leaders • Research shows that the power of recognition improves not only morale but business results as well • The Jackson Organization interview 200,000 managers and employees • Research shows that results are no longer just anecdotal… if it is done in a purposeful manner

7. Purposed Base Recognition • The most dramatic accelerator of human potential….the most effective carrot. Oxford English Dictionary; “something enticing offered as a means of persuasion”

8. “Bottom Line” • Have lower turnover rates • Achieve enhanced business results • Results show that when recognition is considered effective, managers exhibit four basic areas of leadership:

9. Basic Four Areas of Leadership • Goal Setting • Communication • Trust • Accountability

10. Goal setting • Give measurable goals to achieve • Communication • Answer questions • Listen to employees • Share all the information to make sure everyone feels like a part of the team

11. Trust • Fair to all employees • Treats everyone with respect • Cares about staff ‘as a person’ • Accountability • Holds everyone accountable for their work Add the accelerant

12. Turnover… • Turnover results in an estimated $5 trillion annual drain on the US economy. • One of the most ignored economic factors in business history. • Shortage of skilled, talented workers growing even more severe.

14. Personal Objective • Objectives are derived from a process of reflection and analysis.  Some of the more common areas or aspects of the workplace where reflection and analysis will yield objectives include the four “P”’s. Problems Processes Practices People

15. What does purposed based recognition look like to you in your organization?

17. What Do Employees Want? • Every employee has particular motivators and expectations for the job. What do you think employees are saying? How do you rank the following? • Rank each statement 1 thru 10, 1 being highest value

21. Number 1 Reason People Leave Your Organization • US Department of Labor statistics show “Don’t Feel Appreciated”

22. Motivation… • David McClelland’s Achievement Motivation Theory David McClelland’s achievement theory state that people need three things, but people differ in degree in which the various needs influence their behavior.

23. Motivation… • David McClelland’s Achievement Motivation Theory • Need for achievement (N-Ach). An individual’s desire for significant accomplishment, mastering of skills, control, or high standards. People high in N-Ach are characterized by a tendency to see challenges and a high degree of independence. Their most satisfying reward is the recognition of their achievements.

24. Motivation… • David McClelland’s Achievement Motivation Theory • Need for power (N-Pow). People who exhibit N-Pow tendencies are thought to be most satisfied by seeing their environment move in a certain direction, due to their involvement.

25. Motivation… • David McClelland’s Achievement Motivation Theory • Need for affiliation (N-Affil). N-Affil describes a person’s need to feel like he or she belongs to a group. These individuals require warm interpersonal relationships and approval from those in these relationships

26. Rate Yourself What is your motivation…

27. Personality Styles • Motivation, management, communications, relationships - focused on yourself or others - are a lot more effective when you understand yourself, and the people you seek to motivate or manage or develop or help

28. Personality Styles CONSCIENTIOUSASSERTIVE Cautious Opinionated Perfectionist Decisive Critical Strong Willed Serious Independent Logical Competitive Accurate Strong Ego

29. Personality Styles SENSITIVE SOCIAL Feeling Interactive Dependable Enthusiastic Agreeable Talkative Supportive Emotional Easily Hurt Optimistic Reserved Persuasive Amiable People-Oriented

30. Understanding Personality Styles • Understanding personality types is helpful for appreciating that while people are different, everyone has a value, and special strengths and qualities and that everyone should be treated with care and respect.

31. Extrinsic vs. Intrinsic Motivation • Extrinsic motivation occurs when a person is motivated by external factors. • Intrinsic motivation occurs when a person is motivated by internal factors.

32. Can you help staff identify their own intrinsic motivators • What are you doing to support it • Take your own temperature; “Do I let my employees know when they are doing a good job?

33. What do you want to remember about extrinsic and intrinsic motivation? • What will you do?

34. Your Leadership I wouldn’t work for meI’d love my boss 1 10

35. Inspire Your Team As a leader, your main priority is to get the job done, whatever the job is. Leaders make things happen by: • knowing your objectives and having a plan how to achieve them • building a team committed to achieving the objectives • helping each team member to give their best efforts

36. Inspire Your Team As a leader you must know yourself. Know your own strengths and weaknesses, so that you can build the best team around you.

37. (Leadership Style Test)http://testyourself.psychtests.com/testid/2152

38. Knowing Your Team Motivators Personality Styles Extrinsic or Intrinsic

39. Recognition Styles

40. Front and Center Person • Love to be out there mixing with people. Like to try new methods. They push their ideas and the rules. • Live for recognition. Usually self-starters who thrive on applause. • At time they are oblivious to their weaknesses • When they “slump” they can get very “down”.

41. In the Know Person • Love to feel included. Are rarely in a hurry. Dislike pressure • Live for approval and prefer an informal interaction. Want to be appreciated with greater access to you. • Tend to be cautious. Want to work with others in accomplishing goals.

42. Behind the Scenes Person • Doesn’t want the limelight. Doesn’t crave applause. Craves appreciation. • Low key. Need to know they can trust people in leadership. • Are hard on themselves when they mess up.

43. Your Staff/Team

45. Recognizing People …in Different Ways • Frequent • Specific • Timely

46. Understanding your team helps you determine what type of recognition style will fit different needs so the reward is meaningful and important.

47. Some need applause • Some need appreciation • Access

48. Some need applause • Public praise for good performance • Receiving awards such as plaques

49. Some need applause • Some need appreciation • Personal or written thanks for good performance • Posted lists of individual and team accomplishments

50. Some need applause • Some need appreciation • Access • More one-on-one time with you, discussing their performance and growth • A commitment from you to work on their concerns • Coffee break or lunch together