1.
Dr Tim Baker
tim@winnersatwork.com.au
www.winnersatwork.com.au
Building Motivation &
Morale

2.
Unit 1—Managing
Performance Remotely
Unit 2—Coaching from a
Distance
Unit 3—Giving Feedback
Remotely
Unit 4—Building
Motivation & Morale
Unit 5—Dealing with
Conflict & Negotiation
Unit 6—Influencing from a
Distance

3.
Your
homework
Practice giving three
positive bits of
feedback every day
for two weeks.

4.
UNDERSTANDING
MOTIVATION
STRATEGIES WORKING
REMOTELY
9 KEY STRATEGIES

5.
Sobering statistics …
 79% of organizations worldwide struggle to engage and retain
their employees (Deloitte’s, 2014)
 86% of organizations believe they don’t have an adequate
leadership pipeline to address these problems (Deloitte’s, 2014)
 90% of leaders rely on their own ideas, rather than seeking
involvement from their team. Worse still, 89% of leaders failed
to listen or respond to interpersonal cues from those they
interact with (DDI, 2012)
 Disturbingly, only 5% of leaders are effective in building trust
in their interactions with team members (DDI, 2012)
 60% of employees felt their self-esteem dented by their leader
at work. These people would rather do almost anything else
than sit through a performance conversation with their boss.
Although they did acknowledge that a good boss with excellent
interaction skills would enhance their productivity by as much
as 60%! (DDI, 2012)
 79% of employees who quit their jobs cite a lack of appreciation
as a key reason for leaving (Lipman, 2012)
 65% of North Americans report that they didn't receive any
recognition in the previous year (Lipman, 2012)

6.
What is motivation …

7.
Motivation
You can’t motivate people –
you can only provide the circumstances
by which people become motivated
Everybody is motivated –
But not everyone is inspired
Motivation is subjective
Intrinsic motivation is
more powerful than extrinsic
motivation
Money is overestimated as a
motivational force
People are motivated by
the pain/pleasure principle

8.
The 10 things employees want most from a job
1. Work-life balance
2. Relationship with colleagues
3. Relationship with manager
4. Work being appreciated
5. Financial stability of employer
6. Job security
7. Interesting work
8. Learning & Development
9. Values of employer
10. Career development
(Boston Consulting Group, 2018)

9.
“… some managers have the misguided belief that showing warmth, giving
praise, and exhibiting a caring attitude will somehow adversely affect
employee performance … that the team member may go ‘soft’, loose their
edge, or lower their standards.
Encouragement will more likely do the opposite, if done genuinely. Being
supportive undoubtedly builds resilience, improves performance, and boosts
effort.”
Baker (2016)

10.
Nobody cares how much you know
until they know how much you care.
Theodore Roosevelt

11.
It’s all about the conversation …
Organisations are
conversations
Organisations
are a series of
conversations
Good quality
conversation is
sadly neglected
The ‘art’ of
conversation
Have we lost the need
for conversations?
I don’t have
time for
conversations
Leadership is a
relationship

12.
The Work People Do
Job Role Non-job Role
Technical skills
& Tasks
Team role
Career role
Innovation &
Continuous
Improvement role
SOURCE: Baker, T.B. (2015) The End of the Job Description: Shifting from a Job-focus to a Performance-focus
Positive
attitude &
enthusiasm role

13.
HELP THEM USE
THEIR
STRENGTHS

14.
Gently
challenge …

15.
Listen …

16.
Q.12 (Gallup)
1. Do team members know what is expected of them at work?
2. Do they have the materials and equipment needed?
3. Can team members apply their strengths at work?
4. In the last seven days, have recognized or praised team members
for their doing good work?
5. Do you care about team members as people?
6. Do you encourage team members’ development?
7. Do you listen and care about the opinions of others?
8. Do you convey the impression that people’s job is important?
9. Are my co-workers committed to doing quality work?
10. Do team members have a friends at work?
11. In the last six months, have I talked to each team member about
their progress?
12. Have I sponsored in the last year opportunities at work to learn
and grow?

17.
Clarify the task role Provide frequent,
positive feedback
Show people how
they can contribute
Encourage personal
goal clarification Match job with
personal motives
Make apparent the
personal gains for
personal & team
productivity
Recognise individual
successes
Remove
organisational
roadblocks
Remove supervisory
roadblocks

18.
Your
homework
Select one key point
from today and
implement it.

19.
Unit 1—Managing
Performance Remotely
Unit 2—Coaching from a
Distance
Unit 3—Giving Feedback
Remotely
Unit 4—Building
Motivation & Morale
Unit 5—Dealing with
Conflict & Negotiation
Unit 6—Influencing from a
Distance