This document discusses motivation in the workplace. It begins by looking at what motivation is and some of the basic human needs that motivate people, such as financial stability, love, and personal growth. It then examines the spectrum of motivation from disinterested to inherent enjoyment of a task. The core of motivation is said to be the three psychological needs of autonomy, relatedness, and competence. It explores how fulfilling these needs through empathy, meaningful social connections, and developing new skills can increase motivation. The document concludes by emphasizing self-awareness and shifting one's own motivation to a more integrated level.

1. If Motivation does
not work
LVIV PM DAY 2016

2. About
10 years in IT
7 years on a management position
5 years of Agile experience

4. Nowadays motivation

5. Deep inside the Motivation

6. What is our motivation?

7. Emotions
Are locator of external change
Motivation – is the emotional response

8. Human basic needs
 Finance stability
 Communication
 Love
 Friendship
 Family
 Personal grow
 Self-respect
 Be Meaningful
 Power
 Competition
 Freedom
 Security

9. “Work” World
Appraisal
Emotion + Well-Being + Intention
Behaviour Work Passion

10. “The question isn't IF a person is
motivated, the question is WHY”

11. Spectrum of
Motivation
 Disinterested – no value
 External – I will show my power
 Imposed – I’m under the pressure
 Aligned – I’m agree to do this
 Integrated – Involvement
 Inherent – enjoy to be there

12. Psychological Needs

13. The three pillars of motivation
 Autonomy
 Relatedness
 Competence

14. Autonomy
“THE DESIRE TO BE SELF DIRECTED”

15. Saito: If you can steal an idea, why can't you plant one there instead?
Arthur: Okay, this is me, planting an idea in your mind. I say: don't think about
elephants. What are you thinking about?
Saito: Elephants?
Arthur: Right, but it's not your idea. The dreamer can always remember the
genesis of the idea. True inspiration is impossible to fake.

16. Relatedness
AS A LEADER YOU SHOULD CONTRIBUTE TO A SOCIAL PURPOSE OF WORK AND HEALTHY
INTERPERSONAL RELATIONSHIP, CARING ABOUT AND FEELING CARED ABOUT,
CONTRIBUTING TO SOMETHING GREATER THAN ONESELF

17. Empathy
Rational questions: What? When? Where?
Empathy questions: What do you feel?
What do you need? What is important for
you?

18. Empathy
 See their world, in their shoes
 Understand their feeling
 Accept with no judgment
 Communicate understanding

19. Empathy and Active Listening
 Ignore
 Questions storm
 Addressing of your opinion
 Silent listening
 Developing of thoughts
 Repeat of Story
 Elaboration
 Addressing your attitude about topic
 Addressing the emotional condition
EffectiveIneffective

21. Situational Leadership

22. Competence
“The attitude to learn something
new”

23. Grow personal Competence

25. Self-Regulation

26. Self-Regulation MVP
 Mindfulness (no judgment, labels, emotional behavior. Focus on important
and relevant)
 Value (goals, challenges, activities)
 Purpose (why we do this)

27. Spectrum of
Motivation
 Disinterested – no value
 External – I will show my power
 Imposed – I’m under the pressure
 Aligned – I’m agree to do this
 Integrated – Involvement
 Inherent – enjoy to be there

28. Self-awareness

29. Where to start
 Evaluate yourself
 Shift over the Spectrum of Motivation
 Feel the change

31. Conclusions

32. Thank you!

33. Lets be in touch!
IN: ua.linkedin.com/in/labunskiy
Mail: labunskiy@outlook.com
FB: facebook.com/labunskiy
Books to read:
Paul L. Marciano Carrots and Sticks Don't Work: Build a Culture of
Employee Engagement with the Principles of RESPECT
Daniel Goleman Primal Leadership, With a New Preface by the Authors:
Unleashing the Power of Emotional Intelligence
Susan Fowler Why Motivating People Doesn't Work . . . and What Does