There are two keys to success: competence and motivation. And, most important is becoming competent at motivating yourself and others. That is the purpose of this course.
I have authored more than ten books and the key to getting books published is simply the self-discipline to sit yourself down and write! I have been CEO of two companies and consulted with more than one hundred major corporations on human performance. They keys to improving motivation and performance are well known. In this course I have distilled the science of human behavior down to the essential practical lessons that every entrepreneur and manager must know and practice to succeed.
The topics covered in the course include the following:
Which is more difficult: motivating yourself, or motivating others? The answer is that if you master the skills of self-motivation you will also master the skills of motivating others.
The purpose of this course is to help you to be successful at managing the behavior of yourself and others.
The objectives are:
§To learn a model of analyzing and solving human performance problems.
§To develop the skills of coaching others.
§To help your team improve their own motivation and the motivation of others.
§To create a positive environment at work.
§To gain mastery over your own behavior.
Where does motivation come from? The answer is not from one source. We derive motivation from a variety of sources and people have diverse interests and needs. Therefore, the job of the manager is to optimize all available sources of motivation.
This lecture presents several models: First, competency + motivation = performance; Second, motivation that is derived from within versus motivation that is derived from one's environment.
Finally, this session presents the hierarchy of motivation, a pyramid that begins with spiritual motivation or the motivation of a worthy purpose, the motivation derived from social relationships, and finally the situational motivation from one's immediate environment.
The need for a meaningful life and meaningful work is the most powerful source of motivation. The Purpose Principle defines the different sources of purpose in our life and how to find a worthy purpose in our work.
Attached is a PDF file that is a synopsis of my book, American Spirit, which includes a description of the purpose principle.
This lecture also describes how leaders can make use of the purpose principle to motivate others in their company or on their team.
Our learning and motivation begins in our first "learning organization." The Family. It is where we learn to learn and develop our values. Most important, we learn to support and appreciate others.
For most of humankind's history we have worked in small groups, family units or family like units. The mass production model of specialized work and the divorce of decision making from the work, destroyed social motivation.
In his book Trust, Francis Fukuyama shares the research that links the radius of trust to economic activity. High trust cultures, those with an extended "radius of trust", develop more vibrant economies than low trust cultures. Similarly, organizations in which there is high trust have higher rates of innovation and economic growth.
Trust is the social bond that is the soil of innovation.
What can you do to increase social motivation?
Situational motivation is the motivation derived from the antecedents and consequences to our behavior. In this lecture is share my experience setting up the first free economy behind prison walls, a system to "make performance matter" for inmates, a simulated economy that rewarded good behavior. It is simply an example of how we can establish systems, either for others in our organization, or for own own motivation and self-management.
If you understand how antecedents to behavior gain their effect, you gain the power to manage your environment to prompt the behavior your desire. The key elements of analyzing behavior are the following:
First, pinpointing the desired behavior.
Second, gathering data on the current rate of performance.
Third, establishing antecedents to the desired behavior.
Fourth, establishing effective consequences that reinforce the desired behavior.
How you define terms matter in our understanding of motivation. The terms used in behavior analysis are empirically defined, meaning they are defined by the outcome.
Positive Reinforcement increases the rate of a response. However, there are many different types of reinforcement, all of which can be used to strengthen the behavior of yourself or your team.
Lean management, or Toyota Production System, is not only a technical system of just-in-time, kanbans, etc., but it is a social system built on the twin pillars of "respect for people" and "continuous improvement." These require establishing a culture of experimentation and positive reinforcement.
Honda and Toyota both adapted their culture to North America and both employ a good dose of behavior management practices. For example:
Setting goals and objectives is one of the oldest and most important means of motivation. However, management by objectives became bureaucratic and demotivating. In this lecture I present the critical elements of successfully using goals and objectives.
When reinforcement is delivered matters a great deal. There is a wealth of scientific literature derived from experiments with not only mice and pigeons, but in organizations as well, that provide insight into the effect of different schedules. In this video I explore the advantages and disadvantages of each of the following:
All performance problems are either ones of "Can't Do" or "Won't Do" - either motivation of skill.
It is important to analyze a problem do determine whether it is one of skill or motivation because the solution is entirely different. All the consequences, positive reinforcement or punishment, will have no effect if the person lacks the necessary skills to perform.
It is within our nature to model the behavior of significant others - parents, managers or heroes - who display behavior that we value. For this reason it is important that we seek models in our own life of individuals who have achieved the success we desire and who display the behavior we seek to develop.
Appreciative inquiry is the practice of finding examples of outstanding performance, heroes and heroines, within your organization to hold up as examples for others to emulate.
It is never all or nothing. Every day we make choices to stay late at work, read a book, or watch television, and every choice is a reflection of the balance of consequences. If you understand the balance of consequences you understand that a slight shift in positive reinforcement can completely change the outcome.
When reinforcement is delivered matters a great deal. As managers, it is our responsibility to act in a timely manner to reinforce behavior. Delay dilutes the power of positive reinforcement.
There are times, no matter how good we are at the positive forms of motivation, when we must use a negative consequence to reduce an undesirable behavior. How we do it will make the difference between constructive change in behavior and a negative influence on the entire group. Learn the skills of effective punishment.
After viewing the previous 20 lectures you may wish to create your own summary of what you got out of this course and what you hope to do better in the future. Here are my wishes for you:
My Wishes for you personally
My wishes for you as a leader
For the past forty years Lawrence M. Miller has worked to improve the performance of organizations and the skills of their leaders. His expertise is derived from hands on experience creating change in the culture of hundreds of organizations.
He began his work in youth prisons after recognizing that the learning system in the organization had exactly the opposite of its intended effect – increasing, rather than decreasing, dysfunctional behavior. For four years he worked to redesign the prison system by establishing the first free-economy behind prison walls, where each inmate had to pay rent, maintain a checking account, and pay for everything he desired. This was his first application of organizational transformation.
He has been consulting, writing and speaking about business organization and culture since 1973. After ten years with another consulting firm, he formed his own firm, the Miller Howard Consulting Group in 1983. In 1998 he sold his firm to Towers Perrin, an international human resource consulting firm and became a Principal of that firm. In 1999 he left that firm to focus on solo consulting projects.
He and his firm were one of the early proponents of team-based management and worked with many clients to implement Team Management from the senior executive team to include every level and every employee in the organization. The Team Management process created a company of business managers, with every employee focused on continuous improvement of business performance. In addition to directing the overall change process, Mr. Miller personally coached the senior management team of many of his clients.
The implementation of Team Management led to the realization that the whole-system of the organization needed to be redesigned to create alignment so all systems, structure, skills, style and symbols support the same goals and culture. From this realization he developed the process of Whole System Architecture that is a high involvement method of rethinking all of the systems, structures and culture of the organization. Among his consulting clients have been 3M, Corning, Shell Oil Company, Amoco and Texaco, Shell Chemicals, Air Canada and Varig Airlines, Eastman Chemicals, Xerox, Harris Corporation, McDonald's and Chick-fil-A, Merck and Upjohn Pharmaceuticals, United Technologies, Metropolitan Life and Landmark Communications.
Mr. Miller has authored ten books, among them American Spirit: Visions of A New Corporate Culture, which was the text for Honda of America's course on their values and culture; and Barbarians to Bureaucrats: Corporate Life Cycle Strategies, which draws on the history of the rise and fall of civilizations to illustrate the patterns of leadership and evolution in corporate cultures. Most recently he authored Getting to Lean – Transformational Change Management that draws on the best change management practices such as socio-technical system design, appreciative inquiry, and systems thinking or learning organizations to provide a road map to transforming organizations. He has also authored Team Kata - Your Guide to Becoming A High Performing Team, the core human process of lean organizations. Most recently he published The Lean Coach that corresponds to his course on Coaching Leaders for Success. He has appeared on the Today Show, CNN, made numerous appearances on CNBC, has written for The New York Times and been the subject of a feature story in Industry Week magazine.