by Doug Gray | Feb 8, 2014 | Business, change, Coaching, Leadership, Managers, strengths, Success, talent assessment
Motivation is a messy subject. Perhaps each of us has wondered, “Why do people do what they do?” Or, “Why is my child acting like that?” or “How can I understand why I want that shiny object?”
Those three questions are mirrored by academics, who state that all definitions of motivations attempt to explain 3 qualities:
1. What originates, and energizes human behavior
2. What drives human behavior toward/away from goals
3. How behavior is maintained via systems orientation.
So how do you apply these 3 qualities to your business or your life?
Start with Expectancy Theory. It is a valuable theory because it is new, treats both internal and situational forces, and assumes that each individual is rational and capable. Expectancy Theory assumes that behavior is determined by a combination of forces, that people make independent decisions for subjective reasons, that differences can be studied systematically, and that individuals make decisions based on their perception of a likely reward makes intuitive sense. A rational view for any business leader.
The 3 main concepts of expectancy theory are described as: 1. performance – outcome (the belief that behavior X will likely lead to outcome Y), 2. Valence (different value or subjective worth,) and 3. Effort-performance expectancy (the belief that effort level X will lead to outcome level Y.)
Let me explain expectancy theory with a common example. Imagine a manager of sales people. For 12 years she has monitored sales goals (e.g. reach and frequency metrics) and her district has won national awards. But the stretch goals are created by a third party vendor, using complex algorithms, that cannot be modified by the sales representatives. Their performance-outcome is beyond their control. Too often, their sales goals are set 120% or more above the previous year’s goals. The result is de-motivating. Sales representatives hope for goal correction in the third quarter, so that they improve their national standing before the forth quarter returns. As described by the effort-performance aspect of expectancy theory, some salespeople simply cannot exert enough effort to yield a desired outcome. Expectancy theory assumes any value, when multiplied by zero, will yield zero motivation. Sadly, that was true year after year for too many sales people.
Perhaps they needed to apply expectancy theory to their management tactics!
Expectancy theory has value to managers because it has predictive validity, respects subjective differences of direct reports, can be applied to SMART goals for performance reviews, outcomes can be directly linked to reward systems, and is simple to apply (especially if managers ask people, “What motivates you?)
Expectancy theory has value to organizations because outcomes can be tied to rewards and compensation, it acknowledges different designs of jobs and roles, and it acknowledges influence of groups with different membership needs.
So, can you apply Expectancy Theory to your compensation rewards? Or to your business?
If stuck, contact Doug Gray at 704.895.6479 or at www.action-learning.com.
If academic, here are some good sources:
Porter, L. W., Bigley, G. A., & Steers, R. M. (2003). Motivation in Organizations. Motivation and work behavior (6th ed.) (pp. 1-39). Boston: McGraw Hill.
Robbins, S.R., & Judge, T.A. (2012). Essentials of Organizational Behavior (11th ed.) (p. 18). Saddle River, NJ: Prentice Hall.
by Doug Gray | Jan 28, 2014 | book review, Business, Coaching, global, Leadership, Managers, strengths, talent
Diversity in Corporate America.
I recently did some research on trends in diversity and leadership coaching. As you may know, an international assignment is often mandatory for high potential employees in global companies. Recent research indicates that corporate leadership teams with more diversity yield higher shareholder values. Initiatives within companies designed to identify and promote internal talent lead to higher retention and engagement rates. Global markets require experienced leaders. Many companies want to increase cultural diversity for the employees who are relocated, and for those in the host culture. There is a subset of executive coaches who specialize in supporting the diversity goals of those companies. That subset is called “diversity coaches.”
One article is an interview with Bo Razak, a senior consultant and diversity coach, conducted by Wendy Conklin, editor of The Diversity Factor (2006.) Razak specializes in diversity issues, and developing leadership skills that can support organizational missions such as increasing diversity awareness.
Razak states that executive coaching “for diversity” narrows the focus or framework to specific leadership capabilities that support the leader in developing his or her capacity to incorporate diversity into all aspects of work (37). Also, the coaching engagement may be shorter term than another executive coaching engagement. The diversity coaching engagement may focus on “leading by feeling” so that members of subordinated groups may feel supported with examples of empathy, or awareness of group identity and its effects.
Group identity is so central to Razak’s description of diversity coaching that I include his explanation. “Everyone has multiple group identities, including age, ability/ ableness, class, education level, ethnicity, gender, gender identity, nationality, race, first language, religion / spirituality and sexual orientation. In organizations and society, the extent to which we are aware of the meaning and impact of these identities is key to understanding the impact of diversity and changing the status quo.” (38)
Razak describes 4 critical factors for diversity coaches.
1) The primary factor is organizational support for diversity coaching, and diversity issues, that are tied to compensation rewards. He states that leaders need to adopt a “diversity lens” and become inclusive in language, action, and words.
2) Leaders need to become comfortable with a common language that is inclusive and enables them to discuss words like “gender” and “sexual orientation” in any strategic or operational discussion,
3) Leaders must pay attention to the dynamics of difference, and multiple perspectives from multiple group identities, by engaging a broad range of perspectives.
4) And leaders must actively solicit feedback on how they are embracing the capabilities of diversity, and make open statements that reflect awareness of multiple perspectives.
My takeaways from this article include the following:
1) My 25 year-old nephew was recently promoted into a role that required an international assignment. That experience is exciting for him, and he is young for such an assignment. I cannot imagine that he will eagerly embrace that culture; he would benefit from such a diversity coach.
2) Diversity coaching requires a systems approach to others. The coach must be aware of the layers of corporate expectations. The leaders/ coaching clients must be willing to engage in anything called diversity coaching. If it is an EEO requirement for compliance, or an extension of a training, those requirements may minimize the impact of diversity coaching. Razak states that compensation must be tied to behavioral outcomes based on the diversity coaching. That point reminds me of Peter Drucker’s maxim that “what gets rewarded leads to results.”
3) Selecting and matching coaches with leaders/ coaching clients requires a high level of awareness of group identity. But there are no rules. It may be ideal to match people from dramatically different group identities in order to be more effective. For instance, if I were being coached by a Hispanic, lesbian woman from Brazil, and I am a Caucasian, heterosexual male from the U.S., we may be well matched. Or it may be a setup for failure.
4) Diversity coaching may be a shorter-term engagement than executive coaching engagements. However, the effects of diversity coaching may be more anecdotal than measurable, and longer term rather than shorter. And in a country that is more ethnically diverse, such as Canada, diversity coaching may be more effective than a country that is more ethnically homogenous, such as Japan.
Conklin, W. (2006). Executive Coaching for Diversity: An Opportunity for Leaders to Learn and Change. Diversity Factor, 14(2), 37-42.
What are some of your takeaways from this subject?
Call me or contact me to discuss them today.
by Doug Gray | Jan 23, 2014 | Business
Thank you for your interest in our spectacular property on Lake James, near Morganton and Marion, NC.
We urge you to print this page for your reference. (updated 2.10.14)
1. The link describing our property and photos is located at http://www.forsalebyowner.com/listing/Acreage-Land-for-sale-by-owner-72-Waters-Edge-28761/23974145 and here.
2. Directions to The Arbors: From I40 exit 90, head N towards Lake James on Harmony Grove Rd. There is a right turn after 1/2 mile, with a sign stating “Lake James.” Harmony Grove Rd crosses SR70 at a stoplight, through the crossroads town of Nebo to a stop sign at SR 126. Go striaght, and the road changes to Nebo School Rd. After 1 mile, turn right on Forest Lake Heights Dr for 1/2 mile. The back entrance to The Arbors is on your left. (There is a larger main entrance on Nebo School Rd.) The code is 2872.
3. Directions to Lot #5. (42 Waters Edge Rd is not accurately marked on Google Maps.) Go straight over the crest of the hill, with spectacular views. Drop down on Dockside Dr and veer left. Park at the small parking lot for 8 cars. Our driveway us next to the community walkway, out to the smaller boat docks. There is a small sign stating “Community Watch” at the foot of our new driveway.
4. For a detailed plat of the land from the GIS, go to http://mcdowellcountygis.com/nc/mcdowell/ which is linked here, then use the Quick Search feature on the right side. Click on the Tax Pin link and enter the following numbers: 1723-45-1407 You will see the tax appraisal data there as a matter of public record.
If you should have any questions, contact Doug Gray at 704.895.6479. We live 90 mins away, near Charlotte.
by Doug Gray | Jan 11, 2014 | Business
Mentoring is NOT the same as coaching.
At the request of the editors of Professional Safety, the journal of the American Society of Safety Engineers, I wrote this article published in December, 2013. The pdf is here: Dec2013 PS article-mentoring
The 3A Model can be used as the framework for any mentoring program. For details call me.
I encourage you to share this as you see fit.
by Doug Gray | Jan 10, 2014 | Business
Managing Subcontractors, 5 Proven Tactics, by Doug Gray, in Professional Safety, June 2013. ASSE- June 2013- Managing Subs- p1.rtfd ASSE- June 2013- Managing Subs- p2.rtfd
Managing other people is hard. There is no way to avoid that fact.
This article was written at the request of the editors of Professional Safety, the professional journal of the American Society of Safety Engineers.
And it is relevant to you managing others, in any business.
Please share it as you see fit.
by Doug Gray | Jan 9, 2014 | Business
What Site Managers Want from Safety Leaders, 5 Tips for Improving Competence and Solutions, by Doug Gray, Professional Safety, May 2013. May2013p1 WhatSite ManagersWant May2013p2 SiteManagersWant
This article was written at the request of the editors of Professional Safety, the professional journal for The American Society of Safety Engineers.
However, it is applicable to any manager. In any business.
I invite you to share it as you see fit.
Recent Comments