ENGAGEMENT, MOTIVATION

AND DELEGATION
Project Management Workshop, October 24th 2017
 RK&K PROJECT MANAGER
WORKSHOP – OCTOBER 24, 2017
MENTORING

>>>>> ORIENTATION

>>>>> DEVELOPMENT
ENGAGEMENT
 Let’s Start with the Basics
What’s in the employer-employee contract?

7
 Hygiene Factors
The parts of your job you
don’t notice—until they’re
not there:
pay and benefits
tools and resources
work conditions
job security
respect

8
 … then add perks

9
 What is employee
engagement?

Engagement is an emotional state in which we feel passionate, energetic,

and committed to our work. In turn, we fully invest our best selves—our
. . . . . . . . .hearts,
. . . . . . . . spirits,
. . . . . . . . . minds,
. . . . . . . . . and
. . . . . hands—in
. . . . . . . . . . . . . the
. . . . .work
. . . . . . .we
. . . . do.
.....................
10 ENGAGEMENT MAGIC™
 M A G I C
Meaning Autonomy Growth Impact Connection

Engagement is transformational
hearts + spirits + minds + hands

Satisfaction is transactional/foundational
pay + benefits  tools + resources  safety + comfort

..........................................................................................
11 Engagement MAGIC
 M
Meaning

Your work has

purpose beyond the
job itself.

..........................................................................................
12 Engagement MAGIC
 A
Autonomy

The power to shape

your work and
environment in
ways that allow you
to perform at your
best.

..........................................................................................
13 Engagement MAGIC
 G
Growth

Being stretched and

challenged in ways
that result in
personal and
professional
progress

..........................................................................................
14 Engagement MAGIC
 I
Impact

Seeing positive and

worthwhile results
from the work you
do

..........................................................................................
15 Engagement MAGIC
 C
Connection

The sense of
belonging to
something beyond
yourself

..........................................................................................
16 Engagement MAGIC
MOTIVATING EMPLOYEES
 MOTIVATING EMPLOYEES
• Overall “motivation”
comes from connecting
personal goals and
drivers with
organizational goals and
activities.
 MOTIVATING EMPLOYEES
• If motivation comes from
within, then external rewards
– salary, bonuses, promotions
– have a limited effect.
 MOTIVATING EMPLOYEES
But…

External factors are the key

“demotivators”
• Low pay
• Working Conditions
• Restrictive Policies
 MOTIVATING EMPLOYEES
You need to find out what each
person’s motivation is:
• New opportunities
• More flexibility
• Education
• Salary
DELEGATION SKILLS
Give and Take for More Productivity
 DELEGATION SKILLS
“If you don’t know what to do with the many of the papers piled
on your desk, stick a dozen colleagues initials on them and pass
them along. When in doubt, route.”

MalColm Forbes
 DELEGATION SKILLS
When in doubt, mumble; when in trouble,
“
delegate; when in charge, ponder.”
James Boren
 DELEGATE
• 1 : to entrust or transfer (as power, authority, or responsibility) to another: as a : to transfer
(one's contractual duties) to another

Websters
 DELEGATE
• 1 : to entrust or transfer (as power, authority, or
responsibility ) to another: as a : to transfer (one's contractual duties)
to another

Websters
 SIGNS YOU MAY NEED HELP
• “It’s easier for me to do this
myself.”
• “I’m the only one who can do
this.”
• “I might as well do it now
because I’ll just have to fix it
later.”
• You buy red pencils by the
big box, dozens, gross.
 BENEFITS
• Staff Development
• Improved Motivation and Morale
• More Time to Focus on “Big Picture” Issues
• More Time For “Rewarding” Activities
• Increased Communication
 CHALLENGES
• Delegation takes more
work initially.
 CHALLENGES
#1 Rule
Delegation is not a
relay –
You are not passing
work off, you’re
asking them to carry
the heavy end.
 CHALLENGES
• Loss of control
• Loss of power
• Loss of reputation
• Past failures
 WHEN TO DELEGATE
• Is there some who has, or can be given the, the necessary skills and
information to complete the task?

• Do you have enough time to delegate properly?

• Is this something I love to do?

 WHEN TO DELEGATE
• Is there some who has, or can be given the, the necessary skills and
information to complete the task?

• Do you have enough time to delegate properly?

• Is this something I love to do?

 WHOM TO DELEGATE TO
• What skill set does the person have – can they
get additional training in time?
• What are the person’s work style and goals?
• Does the person have the time?
 DELEGATION BASICS
• Are you delegating a task(s) or a project?
-what are the goals
-what are the boundaries
-how much authority is being given
-what is the reporting process and schedule

• Are you delegating to a person or a group?

 HOW TO DELEGATE
“Never tell people how to do
things. Tell them what to do
and they will surprise you
with their ingenuity.”

George S. Patton
 HOW TO DELEGATE
• Set timelines and deadlines
• Provide support
• Build enthusiasm
• Keep Control Without Being Controlling
 #2 RULE
Focus on Results – You Are Not Creating Clones