WEBVTT

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A quick recap of what we've
covered as part of this session.

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Remember, we started out talking
about drivers of performance.

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If I relate it back to the Michigan Model
of Leadership that we've talked about

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throughout the course, if the goal you
have is really to inspire and motivate

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creativity and innovation, are you going
to focus on extrinsic or intrinsic?

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Our data suggest that the intrinsic
might be most important.

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If you're really gonna focus on motivating
and engaging people in teamwork and

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a collaboration,
a collaborative community.

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How you figure out what people value and

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making sure you're aligning the rewards,
whether they be intrinsic or

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extrinsic, for that collaboration
becomes particularly important.

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If you're trying to develop
these strategic structures so

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that your processes are efficient,
are you gonna focus on extrinsic or

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intrinsic, for example?

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Our data suggest that maybe it's a mix,

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where those extrinsic motivating
forces are important when quantity,

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for example, efficiency,
speed is important.

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And so that's something that you
wanna think carefully about.

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So as you think about the Michigan Model,
think about how you would align the values

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and the rewards across the model so
that you're able to motivate the different

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behaviors within your team that would
enable that team to perform well.

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So we started out in this session
really focused on the business case for

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motivation, in particular the values and
the needs that people have and

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being able to align the motivating
forces to those values and needs, and

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the impact that has on engagement.

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Remember only 13% of people

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across the globe rate
themselves as engaged at work.

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That leaves 87% of people who
are either not engaged or

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what we called actively disengaged.

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That's a very large number of people.

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If you have a team of ten, on average

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about eight of those individuals are
either not engaged or actively disengaged.

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That's why we're spending a significant
amount of time on understanding drivers

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of performance, drivers of motivation, and
how do you build a motivational system

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to enhance that engagement
of your team members.

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We also as part of that business
case talked about the impact

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that if you are able to move
the needle on that engagement and

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motivation, what it does for
your organization.

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What it does for your team in terms of
profitability, productivity, reductions

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in attrition, reductions in absenteeism,
even gave you

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data in healthcare in terms of reductions
around patient safety incidents.

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And so the business case is very clear for
what we've been talking about.

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And so I hope that you're able to
internalize the lessons of what's driving

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people's performance and motivation, and
being able to think very clearly about how

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you can leverage those insights to more
effectively motivate your team members.

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And ultimately drive outcomes that
your organization cares about.

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We talked about three
classic models of motivation.

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The first was Mazlow's Hierarchy of Needs.

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The second was Herzberg's Hygiene Factors
versus Motivators, where the hygiene

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factors really predict and explain why
people might be dissatisfied at work,

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whereas the motivators really focus
on why people are satisfied, engaged,

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and motivated at work.

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And then DC and Ranis model of
extrinsic versus intrinsic motivation,

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and how each of those can
be important depending

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on what you're trying to
accomplish in your team.

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We talked about four of those
major motivation traps.

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Make sure that you're reviewing those and
not falling trap to those.

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Really encourage you to engage
on the discussion forums

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around the sessions that we have,
on the forums around each of these traps.

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And share your own experiences where
you've seen these traps take place

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and what the implication has been.

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And what's some of the lessons you're
taking away from this lecture,

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as well as your own personal experiences,
so

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that you ensure that yourself, your
team members, and your fellow classmates

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are not falling trap to those same
assumptions and those same challenges.

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And then lastly as I encourage you, and

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we've done this throughout the session
with the exercises and assessments.

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I really encourage you to take a step back
from this lesson and make sure that you're

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not only listening and internalizing the
content of what we're talking about, but

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you're really beginning to use and
apply these concepts

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to improve the motivation of
the individuals within your teams.

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How can you identify what they care about,
what they value, what they need?

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And how can you create the motivating
factors, both extrinsic and intrinsic,

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that will align with those needs and
those values so that people are compelled?

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They want to contribute.

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They want to go above and beyond for
your team, for your organization.

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That application to your team,
to your organization,

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is essential for you not only to learn,
but to make a difference.

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You have an opportunity,
an opportunity to use these concepts

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to really make a difference in
your team and your organization.

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Whether it's a team at work, or
outside of work, it doesn't matter.

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It's a real opportunity, and
I hope you take advantage of it.