motivating and inspiring excellence: how to prevent analysts from burnout

1. Motivating and Inspiring Excellence: How to Prevent Analysts from Burnout Presented by Mia Melanson Performance Consulting Maximizing Productivity of Service, Inside Sales & Support Professionals 508.650.0770 mia@performance-consulting.com

3. What is motivation?What is your role? Motivate: To stimulate to action; provide with an incentive or motive; incite. Your role: Set challenging, yet realistic goals Provide feedback and rewards Remove obstacles, provide resources Create a friendly, positive environment Other?

4. Inspire: To animate the mind or emotions; to stimulate to an indicated feeling or action; to affect, guide or arouse by divine influence; to breathe life into. Your role: Be inspired yourself Share the joy, the fear, the adventure � know your team members �Accentuate the positive, eliminate the negative�

5. When do we typically use motivational techniques? When morale needs a boost When productivity needs a boost When an individual needs to demonstrate initiative When teamwork needs to be developed or enhanced Other?

6. Maslow�s Hierarchy of Human Need

7. What do the experts say?Herzberg Motivational Theory Top Hygiene Factors Company policy/administration Supervision Relationship with supervisor Work conditions Salary Relationship with peers Personal life Top Motivators Achievement Recognition Work itself Responsibility Advancement Salary Growth

8. What do the experts say?Nelson�s Ways to Build Commitment The 5 �I�s� Interesting work Information � to effectively do a job, feedback Involvement � in decision-making Independence � latitude, flexibility, own ideas Increased visibility � opportunities, recognition

9. What motivates you? Fair pay Respect Recognition of accomplishments Clearly communicated goals Recognition of team performance Benefits Involvement in decisions Learning opportunities Sense of belonging Listen to employees & share information Personal and Professional growth Interesting work

10. Intrinsic Motivators Managers influence internal motivators and rewards through job design. Job design includes: Amount of autonomy Breadth of skills used Interesting and challenging work Enjoyment of tasks Control Professional growth

11. Extrinsic Motivators External motivators are rewards given by the organization. To be effective in a support environment, they must be: Desirable to the team member Communicated to all team members Equitable Attainable Cost effective and on-going

12. Extraordinary PerformanceSurvey Results What motivates you? Recognition and appreciation Challenging, interesting work Growth Money Communication; job satisfaction

13. What Tech Support Staff Say They Want Six weeks of vacation per year Telecommuting arrangement, with a company-financed DSL line Relaxed corporate culture with casual dress every day Company-sponsored certification training and continued education Signing bonus equal to one-quarter your first-year salary Flexible scheduling Stock options; Lots of them Bonuses tied to your department's goals Company car Free daily gourmet lunches, juice bars, and specialty coffees at work Subsidized college education for your children Use of the company�s Caribbean beach house one week a year On-site child care Free parking/country club membership (tie) Pet privileges: You can bring Fido to work

14. What Selected Tech Support StaffActually Receive � a real world example 1 Recognition of client feedback �Wall of Fame� Travel to other countries and in USA Support Appreciation Day MP3s Eco-tour Annual Team Event � spoof prizes Publish Monthly Statistics

15. What Selected Tech Support Staff Actually Receive � real world example 2 Company-wide �Great Place to Work� Emphasis on work-life balance Quality hours versus quantity hours $500 to everyone in firm as holiday gift Local events: potluck lunch with comedian hired to entertain, holiday gift exchange, pizza �On-the-spot� award � monetary from $50 - $300 at discretion of local manager (organization-wide guidelines, anyone can recommend)

16. What Selected Tech Support Staff Actually Receive � real world example 2 Monthly $50 award based on file of all kudos: teamwork, customer service, etc. � manager keeps list � raffle � one winner, can be peer to peer, other team may nominate $500 - $2000 bonus in paycheck for high impact, long term contribution (6-month+), top management approval � about 2/year Reward for work over and above 8-hour shift, or over and above management or customer expectations

17. What Selected Tech Support Staff Actually Receive � real world example 3 5 year service award Lunches Recognition of birthdays Technical learning opportunities Work/life balance � no work to take home

18. SSPA Study Top 10% of all performers said: Work/Life Balance (flexible schedules) Personal Reputation as Key Contributor Intrinsic Rewards (feeling appreciated/recognized) Financial Incentives (long term, spot bonuses, goal attainment Training and Performance Linked: Top Performers find great value in training: they�re motivated to complete certifications for higher base pay

19. When motivation & inspiration aren�t enough, it may be because� Work loads are too excessive Work is endless Priorities shift with no re-clarification Effective time management (self-management) skills are lacking Team members feel out of control and powerless What else?

20. Stress and Productivity?

21. Cause: The Stress Response Digestion slows Breathing becomes faster Heart rate speeds up, blood pressure rises Perspiration increases Muscles tense Chemicals released into the blood for clotting Sugars and fats spill into the bloodstream

22. What are some causes of stress? Heavy workload Understaffing Insufficient technical training Insufficient product knowledge Quality of our products Incompetence of managers Time management challenge No control over number of calls in queue Lack of career path Incompetence of coworkers Cornerstone Consulting

23. External Landscape � Managing work-related stress & burnout Service-level staffing model Service-level management including OLAs Realistic objectives and work loads Methodically and continually manage change Open communication Opportunities to contribute to team success Manager-team member relationship is key Employees leave managers, not organizations

24. External Landscape � Reducing work-related stress & burnout(2) Time away from customers Variety of job tasks Training/knowledge Flexible schedules Telecommuting Take a walk (not a hike!) �You�ve got to care�but not that much.� Opportunities for fun at work The 5-year test

25. Nutrition for Brain & Blood Balance Niacin Omega fish oils Vitamin D Reduce caffeine Reduce sugar, processed foods & white flour Consume local, fresh, whole foods Enjoy meals in a leisurely fashion (don�t eat at your desk) Aerobic exercise Yoga; Qi Gong; Transcendental Meditation You choose - no one is exempt

26. Internal Landscape � Our Thoughts�Nothing is, but thinking makes it so.� Our thoughts are real to us Our thoughts are not necessarily shared by others Our beliefs are created by thoughts that we think over and over again Our beliefs are not necessarily shared by others When our thoughts or beliefs make us unhappy or stressed � try expanding/changing the thought or belief Easy or hard to do? Ever had a disagreement with a co-worker, or a family member, or a friend? A disagreement over something really important to you. You�re agonizing and they�re shopping at the mall. Emotional bank accountEver had a disagreement with a co-worker, or a family member, or a friend? A disagreement over something really important to you. You�re agonizing and they�re shopping at the mall. Emotional bank account

27. Internal Landscape � Our Thoughts�Nothing is, but thinking makes it so.� Your physical health is a blueprint of your thoughts and emotions Be conscious of your thoughts Gradually move to the next positive thought Use the rubber band technique

28. For Your Viewing & Participation What the Bleep The Secret Qi Gong Flow for Beginners (Pacific Healing Arts) Yoga Emotional Freedom Technology (meridian tapping) Abraham-Hicks.com Other ideas: goody bag

29. Best Practices Hire the right person for the right job by consistently updating job/skill profiles and refining hiring/interviewing techniques Present learning/performance expectations and core curriculum at outset of employee relationship Engage in monthly one-to-one sessions with each team member to build knowledge/professionalism; and to reinforce expectations Recognize success and incremental improvement Utilize rewards � whatever and whenever you can Acknowledge stress & burnout Limit causes of burnout by working on both the external and internal landscape Provide stress-reducing training and activities

30. Motivating & Inspiring Extraordinary Performance:Mastering the Fundamentals Presented by Mia Melanson Performance Consulting Maximizing Productivity of Service & Support Professionals 508.650.0770 mia@performance-consulting.com www.performance-consulting.com