Influencing a Motivated and Engaged Team

This week I had the wonderful good fortune to be chosen to present this topic at the PMI – NAC Conference in Edmonton.   As a Behaviour Flexibility Specialist, this topic is one I love chatting about (almost as much as Decoding NonVerbal Intelligence).  Perhaps that is because, motivation is often quite clearly linked to unspoken expectations.

When I created this brief talk, I wanted to ensure that attendees left with just enough knowledge to help their teams feel valued and recognized for the hard work that they often perform.   After all, employees don’t leave jobs they love, they leave employers and bosses they feel don’t notice or respect them.  This often leads to workplace toxicity (you can read about that in my book:  The Graduated Bully if you head over to the online store)

In essence, when employees love WHO they work for, they stop shopping their resume and become more committed to their leaders.

So, the goal of the presentation was to discuss how today’s leader might begin to focus on establishing a loyal and energized team environment with some emphasis on the why as well!

As a result of so many great questions and requests for the slide deck, I decided to add some of the notes to the ppt and create a wee e-book as it were.  Please click the link to review the handout from this talk and let’s start an engaging and productive conversation on this topic.

Influence a Motivated Team slide deck (Influence-a-Motivated-Team-slide-deck.pdf)

If you would like me to present this talk at your organization, I would be honoured to chat with you about that as well.

Seminar learning outcomes:

o  Reveal the secret influencers of motivation

o  Identify a few key factors which help to generate an engaged and enthusiastic workforce

o  The real secret of influence

“People don’t leave companies, they leave bosses. ”Imagine working for a boss who does not believe what you do(or even who you are) is important. Even the bomb disposal expert would not continue risking his life if he felt his superior officer did not respect what he did.