BUILDING UP YOUR ORGANISATION ON REAL DRIVERS
In formal and less formal environment, at university lectures, conferences and on the social media today’s focus is the employee engagement or it is better to say the lack of employee engagement. Companies are putting a lot of money and effort to attract future workers, build their own distinctive employer brand and measure their employees’ satisfaction, engagement to their organisations. We all know that and WE ALL participate in all these company initiatives as leaders.
However, this time I would like to share with you a practice which you can use to discover your direct team motivational factors and based on the outcome to manage your system.
My organisation completed with the joining of the last team, so I wanted to start a dialogue to have an understanding of the team real motivational set-up, to create an environment when each team members can share their expectations, focuses and struggles as well. And naturally, to know each other and ourselves better, as for some of the collegues this was the first time they met people form other organisational unit. So, we are in a phase of defining our way of working under the umbrella of the company values.
I opted to choose the CHAMPFROGS model from Management 3.0 practices, as I found it easy to follow, comprehensive and valid for business context. Let’s see what CHAMPFROGS stands for:
THE MOVING MOTIVATORS GAME
I played the Moving Motivators Game in three groups of 5-6 people from mixed team. Mixed teams mean that team members from different organisational units. This way each we could really know each other, listen to each other and ask for clarifications or follow-up questions. Each session last for 30-35 minutes.
STEP BY STEP GUIDE TO PLAY MOVING MOTIVATORS
I gave each participant the 10 motivational cards.
We clarified the meaning of the cards based on the printed summary of CHAMPFROGS definitions to have a common understanding and reference of speaking.
I asked them to think about the following: „Why do you come to work?”
I asked the group to arrange the 10 cards in order horizontally reflecting to the previous question. The first card is the most important reason one comes to work, the last card in the order is the least important factor of coming to work.
I asked one of the group member to answer the question, „Which are your top 3 cards? Why?”
I asked all other group members to share their top 3 lists withe the reasonings.
Then I asked again one of the team members to answer the question, „Which are your last 3 cards? Why?”
All other group members shared their own versions.
Lately, I asked the question, „What would change your list and how?” and continued with the discussion.
I collected the final lists from each employee to be able to analyse the results.
The game was really a good tool to open the dialogue between team members and help them to express their point of views, each of them felt really empowered to share their inner thoughts. My role as a facilitator was very easy, as all collegues were very active and curious to listen to each other, and discover similarities or differences.
At the end of the team building we created an All Staff Motivational Radar Chart with explicit results. Suprisingly, all team shares the same heat map in the organisation, there are no significant differences in their preferences. It seems that hierarchy-driven elements are less important for all team members, but factors of self-actualisation and social relatedness are the leading ones. Is it millenial or just the nature of a new organisation?
1. It is important to spend some time to go through the definition of the motivational factors.
I would suggest to show the meaning of the cards with an example from the office situation.
2. Reflect on the outcome and take actions eliminating those element from your system which can block the engagement of your team and build some new practices which strengthen your community.
3. Use the game on one to one meetings or when bigger changes come.