Mind Your Business with David Meade Twitter @davidmeadelive - - PowerPoint PPT Presentation

Mind Your Business

David Meade

Preface

• Unprecedented period of change
• Market & consumer changes
• Growth objectives
• The challenge is to think differently

Stand up!

Our change climate

• Technological
• Reallocation of resource
• Change in patterns of work

Change Erosion

• Decision Making (Rooney, 2013)
• Motivation (Devine, 2002)
• Observable Innovation (McCall, 2014)

Skills for Growth

• Decisional Confidence
• Professional Enthusiasm
• New Product/Solution Generation

(Orren, G. 2015)

Our Agenda

How every individual can tackle and nourish these essential growth skills

• Drive the decisions that achieve engagement
• Understand how motivation works
• Grasp innovative thinking

Decision Making Exercise

• Human beings are ineffective decision makers
• The qualitative/quality paradox

(Meade, 2012 – pre pub)

Why are we so easy to persuade?

How can we engage to engage?

Decision Making

Pause!

In any pitch of (for example) 5 options, where should you present the course of action you prefer? 1 2 3 4 5

Pause!

In any pitch, where should you present the weaknesses of any given course of action? Early in presentation Late in presentation

Pause!

• You have two projects/courses of action that you need one
• r both to be supported. One requires far more significant
• investment. Which should lead the way? Ask big, or ask

small?

• Dealing with someone senior – Large, then Little
• Dealing with someone junior – Little, then large

Pause!

You want someone to do something. Is it more persuasive to; Highlight the benefits of doing xyz Highlight the loss/dangers of not doing xyz

Negatives are retained more easily More likely to be recounted Bad news is intoxicating News culture

Pause!

• You are running a restaurant, and on average 39% of

• How to reduce it to 28%?
• How to reduce it to 21%?
• How to reduce it to 12%?

Commitment is the second strongest means of persuading an individual Personal connection Social proofing Written vs verbal

Pause!

The Hotel Bedroom Video 2

Pause!

Based on observation analysis, the number of artifacts removed

increased by 29%

The principles were used incorrectly and backfired!

In Practice - Corporate Responsibility

• In the context of volunteer work
• Please be generous
• You can make a difference
• Every minute helps
• Every hour helps
• Large UK hotel chain adopted differently branded campaigns to

In Practice - Corporate Responsibility

• In the context of volunteer work
• Please be generous (21 hours volunteered)
• You can make a difference (18 hours volunteered)
• Every minute helps (29 hours volunteered)
• Every hour helps (12 hours volunteered)
• Start Small - Push the weaknesses!

Unpacking Motivation

• Fundamentally about performance improvement
• How does it really work?

Unpacking Persuasion

• Persuasion is the oxygen of a successful organisation
• When most organisations wish to increase motivation,

they tend to increase the quantitative incentive/reward

• Reward, motivation, & persuasion are actually very

different factors, that are related only tangentially

Motivation or Reward?

• When asked what techniques they would use to increase

• Incentive
• Performance related pay
• Reward
• Most referred to financial inducement in their top three methods

Whats the best reward?

Case Study

• The Shelf Stacking Study (RiteAid Pharmacy USA);
• 408 participants
• Their job was to replenish retail shelves
• Fake Reason: to test for wrist strain
• Real Reason: to test for productivity
• Four Groups:
• Financial Reward - £15
• Token Reward - £1 or Bar of Chocolate
• Thanks Only (no gift/reward)

Case Study

REWARD WEEK 1 WEEK 2 WEEK 6

Financial - £15 159 141 130

• 18%

Token - £1 148 136 134

• 9.5%

Token - Chocolate 156 150 151

• 3.21%

Thanks only 178 207 211 18.5%

• Numbers refer to productivity i.e. how many cans were stacked correctly on the shelf in the allocated time
• Red data indicates a decrease in productivity
• Green data indicates an increase in productivity
• Black data indicates no significant increase or decrease
• How do we think they might have performed over 6 weeks?

Case Study

• Exactly the same results have been replicated for almost two

• What does this tell us about motivation?
• Lower the financial value / Higher human value
• Why?
• Market Motive vs Social Motive

Market Motive vs Social Motive

• The market motive is underpinned by an individuals desire

• The social motive is underpinned by an individuals desire to

• Human/personal reward is up to five times more meaningful

Social Motive - thanks only

• Had greater productivity
• Enjoyed the activity
• Were more mentally engaged
• Were more loyal (only 4% absence vs up to 19% across other financial

• Raimund: Efficient & Effective - 34/38k
• Gordon: People Make the Difference

If the only incentive/reward you have for your staff to work well is salary - you are missing out on increased productivity, loyalty, and engagement

Maximising Team Performance

• Fundamentally about performance improvement
• Attitudinal change - positivity
• How does it really work?
• Motivation Exercise

Unpacking Motivation

• Social Proofing
• The most influential decision related tool any

individual can employ

• The Hotel Bedroom - Accounting exercise to save

money through energy reduction

Video Clip 3

Behind the numbers...

Motivation & Resilience

• Motivation is the oxygen of a successful organisation
• When most organisations wish to increase motivation,

they tend to increase the quantitative incentive/reward

• Reward and motivation are actually two very different

factors, that are related only tangentially

The Science of Achievement

• By Defining, We Create
• Science of Positivity
• Ideomotive Responses
• Visualising Achievement?
• Dowsers, Pendulums, Athletics, Healers, and Liars!

Feedback!

Twitter @davidmeadelive

Leadership & Engagement

For High Performance

with

David Meade

Preface

• Nature of industry impacts how connected we feel to our

work

• Consumer & organisational demands shift
• Achieve more with less
• How to we build engagement and performance?

Stand up!

Our Agenda

• Leadership at every level
• Drive engagement – moving the tough ones!
• Discretionary effort
• Explore the power of one
• Explore the power of all

Small Changes Big Impact

50%– look away NOW!

Other 50% look away NOW!

EVERYONE LOOK BACK

WHAT SHAPE?

WHAT SHAPE?

How many did you get right?

Same information, presented differently

• Fundamentally about performance improvement
• Nearly 60% of my work starts with this brief
• We have an intuitive sense of what drives performance

and motivation

• Reward = Results
• Punishment = Correction
• Carrot vs Stick

Motivation

• 52 % are not involved or participating meaningfully in their

work or their workplace

• 19% feel no connection to the people or place that they work
• That’s potentially 70% of the average organisation
• (Gallup, 2014)
• These carrots and sticks aren’t working

Motivation & Engagement

There is a giant gap between what 50 years of research, evidence, and practice in motivation tells us, and what businesses actually do

• Fundamentally about performance improvement
• How does it really work?

Unpacking Motivation

Twitter @davidmeadelive

Four Minute Mile 40 years, 2600 attempts Achieved 1954 24 months

Twitter @davidmeadelive

No, Because…

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Yes, And…

Twitter @davidmeadelive

Twitter @davidmeadelive

Whether you think you can, or think you cant, you’re right

Henry Ford

Maximising Team Performance

• Fundamentally about performance improvement
• Attitudinal change - positivity
• How does it really work?
• Motivation Exercise

Video Clip

Behind the numbers...

Group Positive Non-Positive Change %

a 19 13 46 b 18 12 50 c 16 9 77 d 18 14 28 e 21 14 50 f 20 13 54 g 29 11 163 h 19 10 90 i 17 9 89 j 18 10 80

Motivation or Reward?

• When asked what techniques they would use to increase

motivation/productivity, 71% of HR professionals answered

• Incentive
• Performance related pay
• Reward
• Most referred to financial inducement in their top three methods

(UTU, 2010)

What’s the best reward?

Case Study

• The Shelf Stacking Study (RiteAid Pharmacy USA);
• 408 participants
• Their job was to replenish retail shelves
• Fake Reason: to test for wrist strain
• Real Reason: to test for productivity
• Four Groups:
• Financial Reward - £15
• Token Reward - £1 cash
• Token Reward - £1 Bar of Chocolate
• Thanks Only (no gift/reward)

Case Study

REWARD WEEK 1 WEEK 2 WEEK 6

% change

Financial - £15 159 141 130

• 18%

Token - £1 148 136 134

• 9.5%

Token - Chocolate 156 150 151

• 3.21%

Thanks only 178 207 211 18.5%

• Numbers refer to productivity i.e. how many cans were stacked correctly on the shelf in the allocated time
• Red data indicates a decrease in productivity
• Green data indicates an increase in productivity
• Black data indicates no significant increase or decrease
• How do we think they might have performed over 6 weeks?

Case Study

• Exactly the same results have been replicated for

almost two decades, across cultures and industries

• What does this tell us about motivation?
• Lower the financial value / Higher human value
• Why?
• Market Motive vs Social Motive

Market Motive vs Social Motive

• The market motive is underpinned by an individuals desire to

earn something of value (Money/Time/Prize)

• The social motive is underpinned by an individuals desire to

like and be liked - to engage socially

• Human/personal reward is up to five times more meaningful

than a financial reward, and the results can be seen in loyalty and productivity

Social Motive - thanks only

• Had greater productivity
• Enjoyed the activity
• Were more mentally engaged
• Were more loyal (only 4% absence vs up to

19% across other financial reward groups)

If the only incentive/reward you have for your staff to work well is salary - you are missing

• ut on increased productivity,

loyalty, and engagement

In Summary Twitter @davidmeadelive