P7M3 Getting More From Your Team

The full title is…

Getting More From Your Team Members: Setting Goals, Providing Feedback and Motivating Improved Performance

Competence Commitment Grid


Knowledge & skills from training & experience
Ability to do the work tasks
Ability to solve problems creatively
Ability to make the right decisions and judgements
Ability to manage themselves to do the right things in the right way
Ability to be an effective leader / manager of their own team


Confidence combined with motivation
Commitment to the business
Commitment to you
Commitment to excellent performance
Commitment to their staff
Commitment to honesty & integrity
Commitment to improvement of self & business
Committed people care and are passionate about what they do

Personal Responsibilities

Team members need to accept personal responsibility and accountability
For what they do (or don’t do)
For their decisions
For getting the results which justify their employment
You need to help by clarifying responsibilities and holding people accountable

Building Skills With The One Minute Manager

Ken Blanchard & Spencer Johnson “The One Minute Manager”
Help team members produce great results while feeling good about themselves
Treated fairly & get a sense of achievement
Goal Setting

One Minute Goal Setting

3 to 6 major result areas for a job – form of management by objectives
Each goal is agreed with a performance standard and written in 250 words or less
Know what is expected and what good performance looks like
Provide any training & resources
Check performance & review goals
See big picture, cascade down, beware conflicts

“Feedback is the breakfast of champions”

Goals begin behaviours, consequences maintain behaviours

Possible Consequences

Praise for good performance
Reprimand for poor performance
Confirm goals, expectations and extra training
Nothing happens – good and bad performance

One Minute Praisings

Let people know you will be giving feedback
Catch people doing things (approximately) right and praise them immediately.
Be specific about what they did
Explain how it makes you feel and how it helps the business
Encourage them to do more
Be sincere – personal contact

Private One Minute Reprimands

Only for competent team members – otherwise go back to goal setting & training
Take action immediately and confirm the facts
Be precise about the wrong behaviour (what they do – not who they are)
Share how you feel, then pause
Confirm you think highly of them and you know they can perform better (praising)
When it’s over, it is over

No Consequences

People who have worked hard to get a result will be discouraged.
People who have performed poorly because they made avoid punishment and continue because they think you don’t care.
Poor performers are seen to get away with it and reduce the motivation of good people.
Remember – employees want to be treated fairly and feel proud of their achievements.

Summary Of The One Minute Manager

People need to know what to do and why
How to do it
What good performance looks like
How they are performing
How they will be rewarded


The reason for acting in a certain way is to gain a valued reward or to avoid punishment
Motivation comes from within – what they want
Valence instrumentality expectancy theory
Behaviour & effort, results and rewards linked
Motivation depends on
The value of the rewards available
The belief that effort will create good results
The belief that good results will be rewarded


Intrinsic rewards
Extrinsic rewards
Maslow’s Hierarchy of Needs
Hertzberg Motivation Hygiene Theory

Intrinsic Rewards

Intrinsic motivation comes from within
The pleasure of doing the task
The achievement of doing an activity well
Satisfying curiosity and learning
Meeting a challenge / beating competition
Being in control
Satisfaction from helping others
Avoiding guilt of not doing something

Extrinsic Rewards

Provided by others
Praise & recognition
Avoidance of punishment eg keep job
Intrinsic motivation is considered stronger
Extrinsic motivation can reduce intrinsic motivation through “overjustification” unless non-tangible or unexpected – kids felt-tip pens

Hierarchy Of Needs

Abraham Maslow theory that lower level needs had to be satisfied first.
Physiological – water, food, shelter, sleep
Safety – personal & financial security, health
Social – friendship, family, intimacy
Others – attention, status, recognition,
From self –confidence, mastery, freedom
Self actualisation – the best you can be

Hertzberg Motivation Hygiene Theory

Two independent factors
Motivators (e.g. challenging work, recognition, responsibility, sense of achievement, learning and personal growth) create positive satisfaction
Hygiene factors; unfavourable assessment creates de-motivation (e.g. status, job security, salary and benefits, supervision, technical problems, working relationships, working conditions, unreasonable policies).

Putting It Together

Aim is to move more of your team into the high competence high commitment box
Review your list of team members assessment from the Supporting Your Followers module.
Clarify key result areas & targets with your employees, talk about issues that hinder their performance and start giving positive feedback
What demotivators can you remove quickly, cheaply and easily?

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