A basic introduction to coaching skills, Teams learn not to be judgmental, that you must avoid telling others what to do and that the coach is not the expert but more of a guide and counselor who needs to be able to listen, empathies and encourage.
DURATION: 3+ HOURS
NO. OF PAX: 6 -15
OBJECTIVES: Communication, Decision Making, Shared mission (purpose) and vision, Alignment
WELCOME TO OUR
When you think of staff motivation, many things may come to mind: more money, a bigger office, a promotion, or a better quality of life. The truth is, no matter what we offer people, true motivation must come from within. Regardless of how it is characterized, it is important to get the right balance in order to ensure that you have a motivated workforce. The Employee Motivation workshop will give participants several types of tools to become a great motivator, including goal setting and influencing skills. Participants will also learn about five of the most popular motivational models, and how to bring them together to create a custom program.
Herzberg’s Theory of Motivation
Leading to Dissatisfaction
Leading to Satisfaction
Behavior Modification in Four Steps
Define the behavior to be modified.
Record the rate at which that behavior takes place.
Change the consequences which result from that behavior.
If this does not succeed in preventing the behavior, change the consequences to a greater or lesser extent
SMART GOAL SETTING
Mazlow’s Hierarchy of Needs
morality, creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts
self-esteem, confidence, achievement, respect of others, respect by others
friendship, family, sexual intimacy
security of: body, employment, resources, morality, the family, health, property
breathing, food, water,sex, sleep, homeostasis, excretion
Valence– the importance that is placed by the individual upon the expected outcome. To ensure the maximum motivation, it is ideal to offer something which will be coveted
Expectancy– the belief that increased effort will lead to increased performance. Effort will only lead to performance where the conditions exist to make it so.
Instrumentality– this is the belief that if an individual performs up to a certain level, they will be rewarded with an outcome that will be beneficial to them. This is important in workplaces where big rewards have been offered before, and in those where it is done for the first time.
S– Specific, significant, stretching: Goals need to be definite and defined.&