CAREERS EXCELLED ORGANISATIONAL PSYCHOLOGY
Collaboration
Expertise
Outcomes
People
HOW TO CREATE A HAPPY AND PRODUCTIVE WORKPLACE!
BRW TOP 100 AUSTRALIAN WORKPLACES 2015 “Our
Best Places To Work tend to share a lot with their employees, including honest updates on how the company is doing and fair rewards for above-and-beyond effort”
“For the growing number of ‘millennials’ in Australia’s workplaces, a sense of their employer contributing to its community is also important.”
“Management’s ability to convey a clear view of where the organisation is going and how it is going to get there directly impacts employees’ confidence in the future of the business.”
EMPLOYEE PRODUCTIVITY AND ENGAGEMENT IS IMPACTED BY:
30%
40%
Work Organisation Leadership Staff
30%
ORGANISE AND STRUCTURE FOR MAXIMUM PRODUCTIVITY
ORGANISING WORK FOR MAXIMUM PRODUCTIVITY • • • •
• • • •
Purpose Goals Expectations Strategy
Purpose Outcome Breadth Control over role processes • Clarity
• Across the business • Complimentary between functions
Overall Direction
Agreed Shared Priorities
Role Design
Clear Simple Structure • Accountability for outcomes for what is in control • SLA for shared accountabilities
FOCUS OF
LEADERSHIP Create Meaning and Context for Work Influence Relationships Between Others and Supports Team Achievement
Outward Leadership Behaviour
OUTWARD LEADERSHIP BEHAVIOUR
TRANSACTIONAL LEADERSHIP
Transactional Leaders guide or motivate their staff in the direction of the established goals by clarifying role and task requirements. If the goal is achieved the staff member’s own interests and desires will be rewarded. (Source: Bass & Avolio, 1994)
TRANSFORMATIONAL LEADERSHIP
Transformational Leaders motivate others to do more than they originally intended and often even more than they thought possible. They set more challenging expectations and typically achieve higher performance.
(Source: Bass & Avolio, 1994)
SHIFT FROM TRANSACTIONAL TO TRANSFORMATIONAL LEADERSHIP Effective Transformational Leadership 50%
Monitors Mistakes 15% Fights Fires 10% Avoids Involvement 0%
Ineffective
Active
Passive
Rewards Achievements 25%
TRANSFORMATIONAL LEADERSHIP 5 I STATEMENTS
SUPPORT THE TEAM TO ACHIEVE TOGETHER!
Group of High Performers
Individual Agendas (me) Competition against each other Position self externally Compares strengths and weaknesses – closes weakness gaps
High Performing Team
Team Agenda (we) Collaborate Back each other Champion each other externally Leverages strengths Cohesive Shared Purpose and Goals Diverse strengths Clear yet flexible processes Broad Contribution Discretionary Effort
GETTING THE TEAM TO WORK TOGETHER 1. 2.
3. 4.
5.
Purpose / Context/ Goal/ Stories Criteria for Success and Failure Process/ Rules – Team Sets Fair Management of Communication/ Differences Checking for Consensus, Flaws, Encourage Dialogue about Issues
DEALING WITH DIFFERENCES AND DISPUTES
FACILITATE TOGETHER Leader Remind staff of purpose, shared goals, things broken down, misunderstands Take responsibility for systemic breakdowns, allowing it to continue Remind staff individual responsibility for behaviour Discuss Together Issue and Impacts Needs Individuals take responsibility Solutions together
SUPPORT THE INDIVIDUAL TO PERFORM COACH? COUNSEL? GUIDE?
BOUNDARIES FOR LEADERS Do Coach Do Guide on Work Matters Listen to identify problem and solutions for workplace Refer for help Coach them on workplace issues Manage work environment
Don’t Counsel Don’t Guide on Personal Issues
Become the counsellor Take responsibility for solving all issues Tolerate behaviour below expectations Give advice on personal matters Take responsibility for things that are worker’s responsibility Have different expectations without transparency and fairness
TYPES OF MOTIVATIONAL NEEDS Basic
Safety
Social
Achievement
Actualisation
Personality
Money
Security
Belonging
Hit targets
Continuous learning
Creativity
Shelter
Stability Structure
Contributing
Recognition
Challenge
In Charge
Consistency
Being liked or respected
Status
Ownership
Harmony
Free from threats
Socialising
Power and Control
Having a purpose that is bigger than them
Balance
Friendship
Competition
Collaboration
Positive Feedback
Flexibility
LEADING FOR PRODUCTIVE AND HAPPY WORKPLACES Organise Work
• • • •
Clear Purpose, Direction, Goals & Expectations Agreed Shared Priorities across Functions Clear Accountable Interdependent Structure Sound Role Design
• Ratios of Leadership Behaviours • Exercise highly “active” leadership and 5 I’s Leader Behaviour • Transparent Communication Inspire and Motivate
Relationships Cohease and Connect
Create Meaning and Context
• • • •
Create “In Groupness” and Team Identity Create self regulated social norms Create Diversity and Tolerance Create platforms for informal leadership and networking
• Create Team and Individual Purpose and Meaning • Foster corporate citizenship and concern for the greater good • Understand motivation of individuals and coach
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