Department of Environment and Energy –Access PDF
“Motivational mapping with Marie helped me focus my effort and energy in a targeted way and identify opportunities to develop my skills more in a 6 month period than I ever have before. This has made it possible to pursue and realise my short and medium goals.” Jaime Grubb, Director in the Commonwealth Department of The Environment and Energy.
Jaime is an experienced Executive Level officer in the Australian Public Service. Due to an unprecedented lack of promotional opportunities in the past six years in the Australian Public Service, Jaime was seeking to discover other key drivers that would keep her satisfied in the workplace. Jaime was mapped in October 2015 and again in May 2016. Her role had changed from the first mapping activity to the second in 2016.
The Motivational Map was a career coaching tool used to assist Jaime identify what had changed in her level of engagement, motivation and performance between October 2015 and May 2016. Both of the Mindscious Motivational Maps were discussed to identify what were those drivers, decisions and behaviours that provided Jaime the greatest satisfaction in the workplace.
To increase self-awareness, renew motivation and set a clear career path that would align with those motivators that are important to Jaime. To reflect on what motivators had changed and why, and use this information to establish goals going forward. Reward strategies were to be identified and agreed by Jaime’s supervisor to empower a thriving supportive and happy environment.
The May 2016 map identified a new top motivator “Director” for Jaime jumping from the least preference into the top three. At the time of the first map in 2015, Jaime was in a new role managing a team. This role had changed in the time period leading into the 2016 map where Jaime no longer managed a team. The discovery of how this motivator was important, generated a new career plan where opportunities to manage, leadership and management development and a goal to improve communication skills became a part of Jaime’s new strategic approach to securing a management position. A career coaching approach guided by the accuracy of the Map has empowered Jaime with the awareness, knowledge and motivation to pursue those things that are important to her. Jaime’s confidence has grown and motivation increased as reward strategies are identified and applied.
Amcor Flexibles, with 47 manufacturing sites worldwide, is the leading supplier to the global healthcare market. The company offers an unparalleled range of packaging materials designed for the pharmaceutical and medical industries. Its IT deparment is crucial and therefore new energies, attitudes and objectives are necessary to remain at the cutting edge.
To re-equip three senior managers in the IT department to develop new confidence, renewed motivation and pro-activity, a range of change management techniques, delegation, presentation and personal effectiveness skills, including more effective time management.
All managers reported they were much happier with work and to come to work as a result of the process.
Motivational Maps was selected as the basis and starting point for a mentoring programme in which each manager was seen in six two-hour sessions over a ten week period. The objectives for each manager were clear, with the mentoring flexible enough to meet the personal and professional aspirations of the three. The Maps, done prior to the first sessions, enabled a fast start for the managers as issues were instantly identifiable from their profiles. This meant that powerful development and learning could happen at speed, with complete ‘buy-in’ from the managers.
All three managers reported significant improvements in both their personal and professional lives. Specifically for work, five key areas were identified where performance had been enhanced:
• Proactivity (35% increase)
• Confidence (36% increase)
• Delegation (25% increase)
• Time Management (15% gain in time)
• Goals (the goal process enabled them to be 22% better on average)
All managers reported they were much happier with work and to come to work! The IT director agreed. Two managers reported that mentoring had helped them to resolve or tackle big personal issues, and this too increased satisfaction with work. Three recommendations were made
1 Half yearly reviews for three managers with mentor to be established
2 Other staff within IT dept to be identified as suitable for mentoring
3 Mentoring to be recommended to other departments within Amcor as a powerful tool to facilitate effective change and create the right skill and motivation mix
RT Brand Communications
RT Brand Communications has built a talented team of 20 who deliver strategic marketing and digital campaigns for ambitious brands. Established in 2000, they nurture relationships with Global and regional organisations such as Sony, Thomson Reuters and Tetra Pak through continued innnovation and their creative approach to integrated cross-channel activities.
To become a top 30 UK agency it is essential to have a completely committed team. RT wanted to use the process to inspire lasting motivation across the whole agency. Enable the attraction and retention of ambitious individuals who are driven to positively affect the behavior of others by connecting brands with their audience. Using insight, creativity and clear strategic thinking. This results in increased market share, brand value and lifetime customer value.
Both the sessions and the maps gave a deeper view of the team and as a result structural changes were made with new senior appointments. It was a challenging period where getting the right levels of motivation and job satisfaction has had real tangible outcomes, with year on year sales growth of over 60% and a total shift in happiness and motivation. Ross Thornley,
RT Brand Communictions
Using Motivational Maps as the basis and starting point for six half-day company wide team-training sessions run by James Sale over a 12-month period. The Maps, done prior to the first sessions, enabled a flying start for the managers as issues were instantly identifiable from their profiles, and this meant that powerful development and learning could happen at speed and with complete ‘buy-in’ from the managers. This was coupled with a range of support and development programs alongside the appointment of a non-exec director to steer the agency through a new growth phase.
One unexpected and quite profound outcome was the identification of gaps within the senior management team. Some individuals had become stagnated, in order to achieve the step change desired by the founder this process helped to clearly highlight where improvements were needed.
Both the sessions and the maps gave a deeper view of the team and as a result structural changes were made with new senior appointments. It was a challenging period where getting the right levels of motivation and job satisfaction has had real tangible outcomes, with year on year sales growth of over 60% and a total shift in happiness and motivation.
Another side benefit has been in recruitment. We have grown the team significantly post the work together and the levels of recommendations for new people to come and work at RT from current staff has been astonishing.
After 14 years building RT I had reached a stage where a step change in the growth of the company was a now or never moment. In order to build a truly self-managing organisation big decisions were needed, some unexpected, some tough and others carefully planned. The sessions run by James and the map results gave me insights into how my team viewed the company and their roles. With the confidence and support, I am proud to say that we are now fast tracked to achieve growth from the impact on motivation, better internal communications and understanding of each other’s strengths. The levels of commitment we are now benefiting from, across the whole team, give me such pride and fulfillment. I am confident that during the coming years we are going to achieve very big things indeed”. Ross Thornley, Founder and Managing Director.
Liverpool Victoria UK
With over 5,700 employees working in 17 offices across the UK, LV is the UK’s largest friendly society and a leading financial mutual, with more than five million members and customers. Its Customer Service team – and its motivation and performance – is obviously crucial to its reputation and long-term profitability.
To increase staff self-awareness, improve motivation and performance, and develop better team skills in the Customer Experience Management team. Specific desired outcomes were:
• improved communication and team work
• more people helping and interacting with each other
• increased motivation, understanding of motivation and how to self-motivate
• superior performance individually and as a team
• happier team
Motivational Maps produce real results. I would recommend trying a session if you are serious about making your team as successful as they can be!
Team members completed a Motivational Map prior to a feedback webinar. Before the webinar, findings were discussed in detail and fine-tuned with the director. Resource materials on Reward Strategies are supplied on a CD-ROM, including all Map results at individual and team level.
The team, including the director, attended a webinar in which the principles of motivation and performance are outlined and their individual maps are, with their consent, commonly presented and discussed. Time was allocated for Q&A. The session was recorded and made available for unlimited future use by the team. Individuals were directed to create their own motivational action plans which were shared within the team, and supported by the director
The team members learnt a great deal about their own motivational factors during the exercise and this became much more powerful when combining the results as a team to see how they were different. This enabled the team to understand each other in much more depth, see areas where they thought differently or had similar traits, as well as understanding what motivated each individual.
This translated into the workplace with a much more harmonious relationship as a team and a greater understanding of how to pitch ideas as a group. The team are now able to take into account each individuals motivation when looking to gain consensus as to an approval of a team decision, and also look at the challenges from a much broader perspective. This has resulted in more rounded solutions to problems as a group and better working relationships within the team along the way.
As individuals the team members are much more aware of their own motivations and this has helped in setting their personal objectives in line with the team goals. Where they have similar motivations to others, they are able to work together on similar strategies, and where they have a different motivational map to a colleague, they can sense check their work to see if the solutions they are creating are rounded enough to consider all types of profiles. This really helps before launching new initiatives to a large group of staff, as a much greater span of motivations have been considered in the solutions.