Half day interactive open workshop for managers seeking to raise morale and improve motivation held in Toronto.

1. Motivation in challenging times by Toronto Training and HR March 2011

2. Contents 3-4 Introduction to Toronto Training and HR 5-6 Definition 7-8 Resilience 9-14 Career motivators 15-16 Alignment and creating a set of circumstances to motivate 17-20 Motivation vouchers and points-based systems 21-23 Self-motivation 24-27 Getting the best out of salespeople 28-29 Drill 30-46 Motivating the team 47-49 Encouraging others 50-52 What does the future look like? 53-54 Conclusion and questions Page 2

3. Page 3 Introduction

6. Improving employee engagement & morale

8. Page 6 Definition Motivation

9. Page 7 Resilience

10. Page 8 Resilience What is resilience? Key components of resilience Resilience role models

11. Page 9 Career motivators

12. Page 10 Career motivators 1 of 5 Core career motivators Work environment motivators Lifestyle motivators Sample motivators Identify your career motivators

13. Page 11 Career motivators 2 of 5 CAREER INSECURITY Help people become psychologically self-employed. Acknowledge openly that long-term job security is gone, but remind people that opportunity still exists. Tell employees to focus on promoting their talents, not their titles. Advise them to keep their skills market ready. Encourage employees to keep current in three areas: technological tools, job-specific skills, and portable, transferable skills.

14. Page 12 Career motivators 3 of 5 CAREER INSECURITY Suggest ways for them to safeguard their financial futures by planning ahead. Make sure people build safety networks. Encourage employees to join their professional or trade associations

15. Page 13 Career motivators 4 of 5 READINESS FOR THE NEW MINDSET I answer “What do you do?” by telling my skills and accomplishments rather than by giving my job title or name of my organization. I attended two in-house and one or more outside training programs in the past year. I am highly visible in one or more professional associations and attend more than half their meetings. I keep track of trends affecting my organization and profession. I’ve had an active role in helping at least one friend or colleague find a job or change careers in the last year.

16. Page 14 Career motivators 5 of 5 READINESS FOR THE NEW MINDSET I participate in a savings plan. I’ve applied for another job within the past two years. I have a recently conferred advanced degree or job credential, or am pursuing one. I have a significant outside activity (volunteer, have a hobby, and so forth) that could be developed into a career. I’ve lost an assignment due to circumstances beyond my control and then found another job with the same or better salary and opportunity for professional growth.

17. Page 15 Alignment and creating a set of circumstances to motivate

18. Page 16 Alignment and creating a set of circumstances to motivate Communication Education Measurement Reward

19. Page 17 Motivation vouchers and points-based schemes

20. Page 18 Motivation vouchers and points-based schemes 1 of 3 Definition What are their origins? Card types Paper vouchers

21. Page 19 Motivation vouchers and points-based schemes 2 of 3 SETTING UP A SCHEME Set goals that are achievable Communicate effectively Have lots of winners Make awards frequently Have a most improved award Have an employee of the month scheme Present rewards with style Encourage sustained effort Choose the right reward

22. Page 20 Motivation vouchers and points-based schemes 3 of 3 Points-based motivation schemes and pre-paid cards lend themselves well to reward strategies The use of integrating technology streamlines the process and allows employees to be more involved Branding cards with the corporate identity and ensuring the reward that they offer matches the needs and values of the recipient will enhance employee engagement Good communication help maintain momentum The technology allows employers to offer more attractive and effective incentive schemes

23. Page 21 Self-motivation

24. Page 22 Self-motivation 1 of 2 WAYS TO STAY MOTIVATED Re-trace your steps Find a second-generation mentor Draw energy from others Borrow a page from Star Trek Join a book-of-the-month club Hold the conversations never held Groom a successor Be your own genie Re-write your resume Check the clock

25. Page 23 Self-motivation 2 of 2 STAYING MOTIVATED FOR THE LONG-HAUL Revisit your roots Use benchmarks to celebrate incremental progress Get exposed to a motivation infection Embrace new challenges Increase your face time Invest in others

26. Page 24 Getting the best out of salespeople

27. Page 25 Getting the best out of salespeople 1 of 3 Know what your team considers important Communicate with your salespeople Core career Set goals that challenge your sales team Get them into action Provide the necessary tools for your team Manage the less-than-stellar performers Give credit to whom it is due

28. Page 26 Getting the best out of salespeople 2 of 3 FIRING THE SALESFORCE UP Walk the talk Show respect Give your people room to grow Give your people flexibility Recognize and reward

29. Page 27 Getting the best out of salespeople 3 of 3 THE BEST Experts Closers Consultants THE REST Storytellers Aggressors Focusers Socializers Narrators

30. Page 28 Drill

31. Page 29 Drill

32. Page 30 Motivating the team

33. Page 31 Motivating the team 1 of 16 Creating a climate for high performance Results-oriented managers share their techniques Practices to increase ownership of performance Clarify performance expectations Equip, educate and empower your people to perform Always listen and share information Foster employee development Celebrate success with meaningful incentives

34. Page 32 Motivating the team 2 of 16 Practices to create accountability for results Create and use meaningful performance measurements Provide on-going feedback and coach, coach, coach Practice effective formal performance appraisals and reviews Deal with nonperformers in a timely and effective manner

35. Page 33 Motivating the team 3 of 16 WHAT DRIVES THE TEAM Leadership Environment Personalities Positive core values and systems

36. Page 34 Motivating the team 4 of 16 THREE QUEUES OF MOTIVATION Leadership motivation queue Environment motivation queue Individual psychology queue

37. Page 35 Motivating the team 5 of 16 PRINCIPLES FOR MOTIVATION Knowledge creates confidence and when a person is confident, he or she is more motivated to take action: (Knowledge + Confidence = Motivation). A leader must turn the energy thermostat to HIGH! Everyone has to understand the right energy will empower everybody to achieve more. Remember most people spend more time at work than at home, so it should be fun and motivating.

38. Page 36 Motivating the team 6 of 16 USE OF EVERYDAY SYMBOLS The penny Elastic band Pencil

39. Page 37 Motivating the team 7 of 16 MOTIVATED EMPLOYEES CAN ACHIEVE… Personal goals can be reached. Productivity can be maximized. A positive perspective can be generated. Ability to navigate change can be increased. Employee self-esteem can grow. Participation in organizational goal setting can be fostered.

40. Page 38 Motivating the team 8 of 16 HOW TO CREATE A MOTIVATED WORKPLACE Recognize good work. Keep the work interesting. Allow input from employees. Supervisors must be organized. Develop good training programs. Treat each employee with respect. Always keep employees informed. Provide opportunities for advancement. Keep confidential employee information private. Supply employees with the latest technology, but do not overwhelm them.

41. Page 39 Motivating the team 9 of 16 MOTIVATING COST DISCIPLINEMotivators activate cohesion and commitment Motivators recognize the importance of fairness Motivators create a positive emotional case in addition to a rational business case Motivators use objective data to decide where and how to cut costs

42. Page 40 Motivating the team 10 of 16 MIDDLE MANAGERS Develop mutual trust Appreciate them Stimulate their growth Converse with them Make their roles clear Involve them in decisions

43. Page 41 Motivating the team 11 of 16 SPECIFIC ACTIONS REQUIRED Practice emotional control Provide frequent updates Become an exceptional leader Lead with (realistic) optimism

44. Page 42 Motivating the team 12 of 16 GOALS SET NEED TO BE… In-line with the needs of your business as a whole. Goals that your employees are directly able to influence with their work and actions. Measurable so you can determine whether they’ve been achieved. Linked to rewards that the individual employee values –bear in mind that not everyone is motivated by the same type of reward.

45. Page 43 Motivating the team 13 of 16 CARRYING OUT FEEDBACK Set aside enough time for it and place sufficient importance on it. Do your research & have something to say that is specific to each person (whether positive or not). Set new goals or reset old goals that are specific and measurable. Are genuinely interested in employee performance. Praise good performance and suggest constructive ways to improve any weaker areas.

46. Page 44 Motivating the team 14 of 16 IGNITING ENERGY Think of yourself as the Chief Motivating Officer Motivating others begins with you People have different motivations Make a personal connection Walk your talk Communicate more often Become a motivational speaker Deliver the message through many channels

47. Page 45 Motivating the team 15 of 16 SECRETS ABOUT MOTIVATION Don’t give me a goal, I feel trapped. Don’t measure me, you’re not qualified. Don’t ignore me, I need feedback. Don’t ask me where I am; ask me where I’m going.

48. Page 46 Motivating the team 16 of 16 INCENTIVES ON A BUDGET Vision- Have a clear and realistic vision of what the company wants to achieve and set targets accordingly. Communication - Communicate the value of the scheme effectively to employees to ensure engagement. Supplier - Choose a supplier who has a good track record and plenty of experience in your industry. Added Value - Identify schemes providing added value - exclusivity, discounts and “money can’t buy‟ offers. Timing - Incentivise out of the blue as well as when it is expected.

49. Page 47 Encouraging others

50. Page 48 Encouraging others 1 of 2 Keep everyone informed about the business and how it’s doing. Talk to people about major changes and decisions before they happen or as part of the decision-making process. Communicate key decisions clearly and promptly. Provide a comfortable and safe working. environment and the right equipment for people to do their job.

51. Page 49 Encouraging others 2 of 2 Give employees training to enable them to do their job well and develop further in the future. Encourage people to work together as a team. Encourage people to ask for help or training when they need it. Take an interest in the lives of your employees as individuals.

52. Page 50 What does the future look like?

53. Page 51 What does the future look like? 1 of 2 The successful organization of the future will excel at acquiring, organizing, and strategically deploying global resources. There will be increased global connectivity, integration, and interdependence in the economic, social, technological, cultural, and political spheres. Technology will advance at an even more rapid pace than in previous decades. There will be continuous, dramatic changes in the labour force.

54. Page 52 What does the future look like? 2 of 2 Human capital will become an even greater source of value. The way work is organized and performed will evolve and change continuously. Outsourcing will increase. Self-paced, self-directed individualized virtual learning will dominate business training.

55. Page 53 Conclusion & Questions

56. Page 54 Conclusion Summary Questions