Embracing Agility with Hands, Heart, and Spirit with Jacqueline & Milton Mayfield

01:04:19
https://www.youtube.com/watch?v=RsW7OTQ4n-k

ๆฆ‚่ฆ

TLDRJackie and Milton Mayfield present a session on motivating language, emphasizing its role in enhancing leadership communication and fostering a positive organizational culture. They introduce an interactive tool, Mintometer, for audience engagement and delve into the three core components of motivating language: hands (clarifying work expectations and feedback), heart (building emotional bonds and empathy), and spirit (connecting personal values with organizational goals). The effectiveness of motivating language is highlighted across various industries like healthcare and manufacturing, demonstrating significant improvements in performance, employee retention, and job satisfaction. They stress the importance of leaders using all three dimensions to motivate and inspire teams, supported by peer-reviewed research and successful case studies. The session also addresses challenges in communication and the critical role of leaders in shaping workplace culture, providing action steps to implement these strategies effectively. The Mayfields conclude with practical advice for integrating motivating language into organizational practices, pointing to resources like their book and further training opportunities.

ๅŽ็ฉซ

  • ๐Ÿ”‘ Motive language involves hands, heart, spirit for effective leadership.
  • ๐Ÿ› ๏ธ Mintometer is a tool for interactive audience engagement.
  • ๐ŸŒŽ Applicable across industries: healthcare, IT, manufacturing.
  • ๐Ÿ“ˆ Increases job satisfaction, retention, and engagement.
  • ๐Ÿค Enhances emotional bonds and empathy within teams.
  • ๐Ÿข Aligns personal and organizational goals for shared vision.
  • ๐Ÿ“š Practical implementation advice provided for organizations.
  • ๐Ÿ“– Available resources like the Mayfields' book for deeper learning.
  • โš™๏ธ Can be applied in both written and spoken communication.
  • ๐Ÿ’ก Encourages continuous improvement and adaptability in leaders.

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  • 00:00:00 - 00:05:00

    The presenters introduce themselves and express excitement for the session on 'motivating language' involving hands, heart, and spirit. Participants are prompted to access presentation slides via a website, Minty.com, using a specific code. Despite some technical limitations, participants can follow along and engage in most activities.

  • 00:05:00 - 00:10:00

    The presenters share their appreciation for the participants' diverse backgrounds in team leadership, aligning parts of the presentation accordingly. They emphasize the session's focus on creating a positive communication culture through motivating language, which intersects with agility and can be evaluated with tools from the Comparative Agility website.

  • 00:10:00 - 00:15:00

    Participants are asked to write down three words defining 'good leader communication.' The dominant themes include trust, clarity, honesty, transparency, and empathy. The discussion highlights how motivating language enhances workplace objectives, emotional connectivity, and listening, which aligns with these themes.

  • 00:15:00 - 00:20:00

    Motivating language is detailed as a powerful tool for improving organizational and stakeholder well-being, based on extensive research across multiple disciplines. Historical context is provided, referencing Jeremiah Sullivan's 1980s work. Its benefits extend to increased performance, retention, engagement, job satisfaction, and trust in leaders.

  • 00:20:00 - 00:25:00

    The importance of communication in co-creating work culture and motivation is underscored. Motivating language helps leaders and influencers induce various positive outcomes, offering a structured approach unlike typical vague communication advice. It is critical during change and when leaders face frequent interruptions.

  • 00:25:00 - 00:30:00

    Implementation of motivating language requires using all three types: hands, heart, and spirit, at suitable times. Leaders must also demonstrate behavioral integrity and active listening with acceptance. Follower perceptions ultimately determine the effectiveness of motivating language, necessitating alignment of words with actions.

  • 00:30:00 - 00:35:00

    Recent developments include peer motivating language, which enhances performance and job satisfaction among team members, sometimes substituting for leadership in collective cultures. Extensive testing confirms motivating language's applicability across diverse countries and industries, offering consistent positive results.

  • 00:35:00 - 00:40:00

    Motivating language encompasses direction-giving (hands), empathetic (heart), and meaning-making (spirit) language. Hands language clarifies work expectations through feedback, relevant information, goals, and rewards. Heart language, though less used, enhances trust and emotional bonds during changes and challenges.

  • 00:40:00 - 00:45:00

    Participants reflect on workplace events emotionally impacting staff, using those reflections to understand empathetic language's role. Examples highlight how it supports staff through praise, support during setbacks, and acknowledging personal life events, contributing to an inclusive and productive workplace.

  • 00:45:00 - 00:50:00

    Meaning-making language (spirit) connects individual values with organizational vision, especially vital during change. It is least used by leaders but fosters a shared cultural language and recognizes individual contributions. Leaders integrating storytelling and recognizing talents enhance cultural cohesion and motivation.

  • 00:50:00 - 00:55:00

    A case study of cytokinetics illustrates effective use of motivating language through a challenging situation, showing how strategic communication can transform setbacks into cohesion and progress. Workshops like Florida Hospital's demonstrate the benefits of integrating practical support systems to sustain motivating language.

  • 00:55:00 - 01:04:19

    Concluding recommendations for implementing motivating language include evaluating current practices, training, reinforcing usage, and continuing education through resources like books. Contact information for further inquiries is provided, emphasizing readiness for ongoing dialogue and support.

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Mind Map

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  • What is the focus of the presentation?

    The focus is on motivating language and its impact on leadership and organizational culture.

  • Who are the presenters?

    The presenters are Jackie and Milton Mayfield.

  • What tool is introduced for audience interaction?

    The tool introduced is called Mintometer.

  • What are the three components of motivating language discussed?

    The three components are hands, heart, and spirit.

  • What is the purpose of motivating language?

    The purpose is to improve organizational communication and stakeholder well-being.

  • What industries have tested motivating language?

    Industries such as healthcare, manufacturing, and IT have tested motivating language.

  • What is the impact of motivating language on job satisfaction?

    Motivating language significantly increases job satisfaction.

  • How is motivating language applied?

    It's applied through understanding hands (direction giving), heart (empathetic language), and spirit (meaning-making).

  • Does motivating language work in written form?

    Yes, it can be used in written communication as well as spoken.

  • What are some outcomes of effective motivating language?

    Outcomes include improved performance, increased employee retention, job satisfaction, and enhanced self-efficacy.

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ใ‚ชใƒผใƒˆใ‚นใ‚ฏใƒญใƒผใƒซ:
  • 00:00:15
    hi hi everybody greetings
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    we're very happy to be here uh and we're
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    really excited
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    to have this opportunity
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    to talk with everybody about motivating
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    language hands hearts and hand heart and
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    spirit
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    what we're going to do for the bulk of
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    the presentation is
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    we're going to ask you to
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    open up a new tab or pull out your
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    tablet or phone
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    and go to a website called meantimer so
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    that way you can easily see our slides
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    and also participate
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    now just in case anyone has trouble
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    doing that
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    i'm going to be doing a screen share
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    with you and we'll be going through the
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    slides through zoom uh you won't be able
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    to participate
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    in some of the exercises
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    but you should still get the majority of
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    it
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    so without more do let me switch over to
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    the screen share of the slides and then
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    i'll give you a moment to log into
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    mintometer and i'm going to give you a
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    code that you can log in with right if
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    you see up on your screen
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    you'll see the website up on the top
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    that's
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    minty.com
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    m
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    e n
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    t i
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    dot com
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    once you go to that website
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    then just enter in the code
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    57
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    99
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    29
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    23
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    and again please go to
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    minty.commenti.com
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    and use the code
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    5799-2923
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    and i see somebody's giving us a heart
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    whoever that was i really appreciate
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    that yes me too
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    and uh we'll
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    we'll give just a moment to let
  • 00:02:17
    everybody have a chance to get over
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    there that that wants to go over there
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    but again we're really proud to be here
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    we had a chance to look over
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    uh some of your backgrounds and we're
  • 00:02:30
    really excited to be working with the
  • 00:02:34
    with people like you in charge of teams
  • 00:02:37
    we tried to craft our presentation at
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    least a little bit
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    towards some of your backgrounds but uh
  • 00:02:44
    as amra said we will have a question
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    answer session at the end so if you
  • 00:02:50
    would like to have any
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    uh specifics
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    about
  • 00:02:55
    uh how to apply motivating language to
  • 00:02:58
    your specific situations please feel
  • 00:03:01
    free to ask us we will try and uh help
  • 00:03:04
    out as much as possible and we like the
  • 00:03:06
    hard questions we learn from them jackie
  • 00:03:09
    likes the hard questions she learns from
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    i like the easy ones no he's just
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    kidding
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    um
  • 00:03:15
    and in all on seriousness
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    we also were excited to see who composed
  • 00:03:22
    the group for me it it brought
  • 00:03:25
    back a lot of experiences because before
  • 00:03:28
    i was a professor
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    i worked as a project manager
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    uh
  • 00:03:33
    in product development in healthcare
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    so i i see there are a lot of project
  • 00:03:38
    managers here
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    and uh
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    i can relate very much to your
  • 00:03:44
    experience
  • 00:03:47
    well
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    we're delighted to be here we're excited
  • 00:03:51
    to be here
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    and today
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    to put it in one sentence
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    we're going to talk about how to create
  • 00:04:00
    a positive communication culture and
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    co-create it with the people that you
  • 00:04:06
    work with and we're jackie and milton
  • 00:04:09
    mayfield
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    we're going to talk ab technically
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    about motivating language or hands heart
  • 00:04:19
    and spirit and we set some goals for
  • 00:04:22
    this session
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    we would like you to come away
  • 00:04:27
    with a basic understanding of what
  • 00:04:30
    motivating language or ml is
  • 00:04:36
    and also
  • 00:04:37
    in particular its value and how it
  • 00:04:40
    intersects with agility
  • 00:04:45
    and we also want you to be aware
  • 00:04:49
    and understand a little bit about the
  • 00:04:50
    tools that are available for evaluating
  • 00:04:53
    and implementing ml and some of them are
  • 00:04:56
    on the comparative agility website right
  • 00:04:59
    now and they're free
  • 00:05:04
    and lastly we would like you to gain
  • 00:05:07
    some practice with ml concepts
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    so
  • 00:05:12
    here here we go
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    uh
  • 00:05:16
    right and
  • 00:05:17
    we also want to be interactive and give
  • 00:05:19
    you a chance to think through some of
  • 00:05:22
    these ideas so to start this out
  • 00:05:25
    i want you to take one minute and write
  • 00:05:27
    down three words that describe
  • 00:05:31
    good leader communication
  • 00:05:33
    to you what good leader communication
  • 00:05:35
    means to you so write down three words
  • 00:05:37
    if you're on the mentee site and put
  • 00:05:39
    them up there
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    and don't edit it
  • 00:05:43
    just what comes to mind
  • 00:05:47
    good thank you okay and unfortunately
  • 00:05:50
    one of the uh downsides of minty is it
  • 00:05:55
    doesn't let the participants see
  • 00:05:58
    these
  • 00:05:59
    word clouds when they come in you can
  • 00:06:01
    have a link at the end to see all of
  • 00:06:03
    them but i'm going to go over the ones
  • 00:06:05
    that if you want to you can look on the
  • 00:06:07
    screencast and you can see what i'm
  • 00:06:10
    seeing but i'm going to go over
  • 00:06:12
    very briefly some of these and talk
  • 00:06:14
    about
  • 00:06:15
    how they relate to motivating language
  • 00:06:17
    because what we have what we have on the
  • 00:06:20
    screen are trust clear objectives
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    another one that's clear honest
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    transparency
  • 00:06:26
    feedback clarity praise honesty
  • 00:06:29
    listening
  • 00:06:30
    taking uh people with you information
  • 00:06:33
    transparency uh to be honest it sounds
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    like uh you you've you've been reading
  • 00:06:39
    stuff about motivating language already
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    because
  • 00:06:43
    uh motivating language
  • 00:06:45
    gives you a way to make uh workplace
  • 00:06:48
    objectives clear to make sure that the
  • 00:06:51
    people you're leading have a a strong
  • 00:06:55
    understanding of what you expect them a
  • 00:06:57
    clear understanding of what you expect
  • 00:07:00
    them it also
  • 00:07:03
    helps you to uh as someone said taking
  • 00:07:06
    people with you i think that uh what
  • 00:07:08
    they mean what you mean by that is that
  • 00:07:10
    it helps uh
  • 00:07:12
    you help your people know why they're
  • 00:07:15
    doing what they're doing how what
  • 00:07:17
    they're doing connects with the
  • 00:07:19
    organization's overall vision and
  • 00:07:21
    mission as well as the individual
  • 00:07:25
    motives and goal and their personal
  • 00:07:27
    goals
  • 00:07:28
    uh also in addition and someone said
  • 00:07:31
    empathy uh motivating language helps you
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    build
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    that emotional connection helps you deal
  • 00:07:38
    with emotions in the workplace in a way
  • 00:07:41
    that helps improve
  • 00:07:43
    outcomes for the organization and
  • 00:07:46
    the follower and and several of you
  • 00:07:48
    talked about honesty and listening those
  • 00:07:50
    are things we talk about because you
  • 00:07:52
    have to be honest you have to listen to
  • 00:07:55
    your follower in order to make
  • 00:07:57
    motivating language work
  • 00:07:59
    so good so good i'm glad that uh or i
  • 00:08:02
    hope that this this talk on motivating
  • 00:08:04
    language will help you put these ideas
  • 00:08:07
    in practice give you a road map to see
  • 00:08:09
    how to use them and with that i'm going
  • 00:08:11
    to move i'm going to turn it back over
  • 00:08:13
    to jackie
  • 00:08:14
    to talk about motivating language itself
  • 00:08:18
    i'm really impressed because it sounds
  • 00:08:20
    like
  • 00:08:21
    most of you are already or all of you
  • 00:08:25
    are already on the journey to grow your
  • 00:08:28
    motivating language and
  • 00:08:31
    that's what we're going to do today
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    we're going to move
  • 00:08:34
    hopefully we're going to advance on that
  • 00:08:37
    journey
  • 00:08:38
    and
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    i'm going to begin
  • 00:08:42
    by giving a brief overview of what
  • 00:08:45
    motivating language is
  • 00:08:48
    and
  • 00:08:50
    to sum it up it's a
  • 00:08:54
    gives you a powerful tool
  • 00:08:56
    to improve stakeholder and
  • 00:08:58
    organizational well-being
  • 00:09:01
    well that's a mouthful so let's let's
  • 00:09:04
    break this down a little bit
  • 00:09:07
    i'm going to give a little bit of
  • 00:09:08
    background about motivating language
  • 00:09:13
    starting with jeremiah sullivan's work
  • 00:09:16
    in the 1980s
  • 00:09:18
    researchers around the world
  • 00:09:21
    have been
  • 00:09:23
    studying motivating language working
  • 00:09:25
    with training and development and
  • 00:09:27
    motivating language
  • 00:09:29
    for the past 30 years we have a we have
  • 00:09:31
    a quite a
  • 00:09:32
    oppressive database and suffice it to
  • 00:09:35
    say the theory and
  • 00:09:38
    the uh way that it's expressed are all
  • 00:09:41
    based on solid research in management
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    psychology communication anthropology
  • 00:09:49
    uh rhetoric
  • 00:09:50
    even
  • 00:09:52
    and
  • 00:09:55
    i want to start with why is this
  • 00:09:57
    motivation
  • 00:09:59
    motivating language matter why should we
  • 00:10:01
    use hands
  • 00:10:02
    heart and spirit
  • 00:10:04
    well let's get down to a few basic
  • 00:10:06
    things that sometimes just get ignored
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    or it's assumed
  • 00:10:11
    work
  • 00:10:13
    is communication and communication is
  • 00:10:15
    work we can't get anything done
  • 00:10:18
    in an organization
  • 00:10:20
    without communication they call it they
  • 00:10:24
    they co-create each other the same is
  • 00:10:26
    true about culture and culture is the
  • 00:10:29
    heart of agility
  • 00:10:31
    communication constructs culture and
  • 00:10:33
    culture constructs communication
  • 00:10:37
    and
  • 00:10:38
    the other important thing that we
  • 00:10:40
    sometimes ignore is
  • 00:10:42
    the way someone communicates
  • 00:10:46
    mo actually motivates and inspires
  • 00:10:49
    people
  • 00:10:51
    and
  • 00:10:52
    it's tied to a variety of meaningful
  • 00:10:55
    outcomes which we'll talk about in a
  • 00:10:57
    minute in this particular session
  • 00:11:00
    we're going to focus on motivating
  • 00:11:02
    language for leaders
  • 00:11:05
    there are there's also
  • 00:11:06
    motivating language for team members
  • 00:11:09
    from
  • 00:11:10
    the very top to many but we're going to
  • 00:11:13
    focus here
  • 00:11:15
    on
  • 00:11:16
    leadership
  • 00:11:17
    and when i say leadership i'm not
  • 00:11:19
    talking about somebody with a big desk
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    and a
  • 00:11:22
    big title i mean that might happen but
  • 00:11:25
    i'm talking about leaders as anyone
  • 00:11:29
    who influences an organization
  • 00:11:32
    what other people do and particularly
  • 00:11:34
    during times of change
  • 00:11:39
    motivating language
  • 00:11:41
    was developed
  • 00:11:43
    because
  • 00:11:45
    oftentimes we assume things about
  • 00:11:48
    communication and we don't explore its
  • 00:11:51
    power
  • 00:11:52
    we get this vague advice
  • 00:11:55
    be open
  • 00:11:57
    be transparent but what does that really
  • 00:11:59
    mean
  • 00:12:00
    and motivating language
  • 00:12:03
    articulates that and gives
  • 00:12:05
    a compass
  • 00:12:06
    that leaders can follow and this becomes
  • 00:12:09
    very important because as those of you
  • 00:12:12
    and i know many of you have already been
  • 00:12:14
    in leadership positions
  • 00:12:16
    no
  • 00:12:16
    you get interrupted about every five or
  • 00:12:20
    six minutes if you're lucky
  • 00:12:22
    and priorities change you have to you
  • 00:12:25
    have to deal with a lot of shifting
  • 00:12:27
    landscape
  • 00:12:29
    and as a result you don't always have
  • 00:12:32
    the time
  • 00:12:33
    to reflect
  • 00:12:34
    what's the right thing to say or or how
  • 00:12:37
    should i listen well
  • 00:12:39
    in in
  • 00:12:40
    in this setting
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    motivating language gives you
  • 00:12:44
    that template
  • 00:12:47
    and in reality
  • 00:12:48
    when we look at
  • 00:12:51
    leader communication
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    most of the time
  • 00:12:54
    leaders rely on the tried and true stuff
  • 00:12:57
    they teach in b-school for example or
  • 00:12:59
    professional
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    communication classes
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    and that's not to say that it's not
  • 00:13:07
    important
  • 00:13:08
    to to spell out what people need to do
  • 00:13:12
    but
  • 00:13:13
    communications power goes much further
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    than that
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    it goes into
  • 00:13:20
    bonding with people
  • 00:13:22
    in being inclusive of people and most
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    importantly
  • 00:13:27
    tying all the stakeholders together
  • 00:13:30
    in sharing the same vision
  • 00:13:32
    and motivating language
  • 00:13:34
    gives that power
  • 00:13:37
    uh to give you a little background and
  • 00:13:39
    we'll go over
  • 00:13:41
    some of the
  • 00:13:43
    outcomes that motivating language has
  • 00:13:46
    uncovered in just a minute
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    motivating language is also uh been
  • 00:13:54
    tested and
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    very rigorously
  • 00:13:57
    statistically evaluated and and and
  • 00:14:01
    it
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    in a number of countries in a number of
  • 00:14:04
    languages
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    okay and i'm going to ask y'all to do me
  • 00:14:11
    a
  • 00:14:12
    favor sorry to interrupt but we just had
  • 00:14:14
    a a little bit of an internet event we
  • 00:14:16
    have problems we've been having problems
  • 00:14:18
    with the internet
  • 00:14:19
    just to make sure that people are still
  • 00:14:21
    connected uh could somebody give us a
  • 00:14:24
    heart
  • 00:14:27
    okay thank oh i really appreciate that
  • 00:14:30
    yeah
  • 00:14:31
    and sorry we had some technical
  • 00:14:33
    difficulties right before we showed up
  • 00:14:35
    we're still having some technical
  • 00:14:37
    difficulties if you would not mind just
  • 00:14:39
    when we go to new slide give us a heart
  • 00:14:42
    so that we know we're still connected
  • 00:14:43
    sorry we're down to one computer and so
  • 00:14:46
    we can only see the the uh slideshow on
  • 00:14:49
    our computer we can't tell if we're
  • 00:14:51
    actually connected or not but if you
  • 00:14:53
    give us hearts like say this is not us
  • 00:14:55
    trying to beg for hearts but instead
  • 00:14:57
    this is us to make sure we're still
  • 00:14:59
    connected we apologize for this but we
  • 00:15:01
    we wanted y'all to get the most you can
  • 00:15:04
    out of this stock and we really
  • 00:15:05
    appreciate it yes thank you very much
  • 00:15:08
    we've benefited from
  • 00:15:10
    living in the country we're about ready
  • 00:15:12
    to move back to the city next month
  • 00:15:15
    but uh unfortunately
  • 00:15:18
    our internet services can be sort of
  • 00:15:20
    flaky sometimes
  • 00:15:23
    so let's get back to han's heart and
  • 00:15:25
    spirit of motivating language to be
  • 00:15:29
    more specific
  • 00:15:31
    and how
  • 00:15:33
    what type of outcomes
  • 00:15:35
    does it improve what does it grow
  • 00:15:41
    and
  • 00:15:43
    these outcomes aren't just for the
  • 00:15:45
    organization but they matter let's face
  • 00:15:48
    it most organizations even on ngos
  • 00:15:52
    not-for-profits they have to show
  • 00:15:54
    results
  • 00:15:56
    in order to maintain their assistance
  • 00:15:58
    and the other side of this is
  • 00:16:01
    the people doing that work feel good
  • 00:16:04
    when they perform well
  • 00:16:06
    and motivating language increases
  • 00:16:08
    performance
  • 00:16:11
    it has a
  • 00:16:12
    substantial impact on retention
  • 00:16:15
    keeping
  • 00:16:17
    that organizational knowledge within the
  • 00:16:20
    oregon
  • 00:16:21
    organization itself and
  • 00:16:23
    you know well
  • 00:16:24
    worldwide there's there's been a problem
  • 00:16:27
    with that
  • 00:16:28
    it's not on the screen
  • 00:16:30
    we've tested it for engagement in india
  • 00:16:33
    and the united states and and that's
  • 00:16:36
    very positive and significant connection
  • 00:16:42
    okay let's talk about
  • 00:16:44
    what's good
  • 00:16:45
    for the work for people who are doing
  • 00:16:47
    the work and job satisfaction has a very
  • 00:16:51
    robust relationship with motivating
  • 00:16:54
    language in fact i'll use practical
  • 00:16:57
    statistics here
  • 00:16:59
    even though i know most of you know a
  • 00:17:00
    lot more than that
  • 00:17:02
    if you increase
  • 00:17:04
    your motivating language use by just 10
  • 00:17:09
    you can expect job satisfaction to go up
  • 00:17:11
    by 5
  • 00:17:12
    that's a 50
  • 00:17:14
    increase
  • 00:17:18
    self-efficacy
  • 00:17:20
    that a feeling
  • 00:17:22
    of confidence when we
  • 00:17:24
    perform a task and by the way which is
  • 00:17:27
    very
  • 00:17:28
    strongly tied to performance itself
  • 00:17:31
    motivating language has a lovely and
  • 00:17:34
    positive relationship with self-efficacy
  • 00:17:38
    here comes a big one
  • 00:17:40
    we just did a study with a colleague on
  • 00:17:44
    psychological safety
  • 00:17:47
    and found amazing results about
  • 00:17:49
    motivating language and it was
  • 00:17:52
    the united states and india
  • 00:17:54
    motivating language has
  • 00:17:56
    a compelling
  • 00:17:59
    of effect
  • 00:18:01
    on some
  • 00:18:02
    and positive one of course on
  • 00:18:04
    psychological
  • 00:18:05
    safety the feeling
  • 00:18:06
    that
  • 00:18:08
    we can learn and experiment even make
  • 00:18:10
    mistakes and learn from them
  • 00:18:16
    and
  • 00:18:17
    relatedly on creativity and innovation
  • 00:18:20
    in an organization
  • 00:18:22
    i want to add
  • 00:18:24
    uh some
  • 00:18:25
    one other that matters especially for
  • 00:18:27
    those of you that are
  • 00:18:29
    currently in leadership positions
  • 00:18:32
    and you want to gain the trust of your
  • 00:18:34
    followers
  • 00:18:35
    one thing that really sort of
  • 00:18:37
    blew us away
  • 00:18:39
    was a shark bro
  • 00:18:41
    charo and others
  • 00:18:43
    did some research a while back
  • 00:18:45
    and found out
  • 00:18:48
    that
  • 00:18:50
    high leader motivating language
  • 00:18:54
    has a
  • 00:18:58
    in terms of statistics it's way
  • 00:19:01
    up there in strength
  • 00:19:03
    on on how well
  • 00:19:06
    followers
  • 00:19:08
    believe the the leader is competent and
  • 00:19:10
    trust the leader
  • 00:19:14
    with high motivating language
  • 00:19:16
    you can expect a 70
  • 00:19:19
    increase in perceived leader
  • 00:19:22
    competence right and also i want to
  • 00:19:25
    emphasize these results while mainly
  • 00:19:28
    have been found out in the u.s in india
  • 00:19:31
    there have
  • 00:19:32
    been studies and training using
  • 00:19:34
    motivating language around the world uh
  • 00:19:37
    we've seen
  • 00:19:38
    similar or the same kinds of results in
  • 00:19:41
    japan
  • 00:19:43
    poland
  • 00:19:44
    mexico mexico
  • 00:19:46
    korea france
  • 00:19:48
    germany
  • 00:19:51
    uh many places in the middle east
  • 00:19:54
    uh so
  • 00:19:56
    uh
  • 00:19:57
    you can expect to see the same we expect
  • 00:19:59
    to see the same kind of results
  • 00:20:00
    regardless of what country or culture
  • 00:20:05
    this is embedded in we we do know that
  • 00:20:07
    you do have to make some changes to
  • 00:20:10
    motivating language use but uh those are
  • 00:20:12
    more specifics for what we're talking
  • 00:20:14
    about today it should work very well
  • 00:20:17
    apply very well wherever you are it's
  • 00:20:19
    it's very transferable
  • 00:20:21
    especially if you're working
  • 00:20:23
    multi-national in the global
  • 00:20:25
    organization yes
  • 00:20:29
    so there are three parts to motivating
  • 00:20:31
    language and we're going to explore
  • 00:20:34
    these parts experientially so i'm just
  • 00:20:36
    going to give them to you really quickly
  • 00:20:38
    and we'll get back into them
  • 00:20:43
    there's the hands
  • 00:20:46
    and that's direction giving language
  • 00:20:50
    there's the heart and that's empathetic
  • 00:20:53
    language
  • 00:20:55
    and there's the spirit
  • 00:20:56
    and that's meaning making language and
  • 00:21:00
    they comprise the majority of leader of
  • 00:21:03
    follower communication
  • 00:21:09
    there are few implementation
  • 00:21:11
    requirements for motivating language if
  • 00:21:13
    you really want it to work and they
  • 00:21:16
    include
  • 00:21:18
    you need to use all three types for
  • 00:21:20
    maximum effect no not in the same
  • 00:21:23
    sentence
  • 00:21:24
    or even in the same conversation
  • 00:21:28
    but
  • 00:21:29
    ultimately
  • 00:21:30
    if you want to tap into motivating
  • 00:21:33
    language's power
  • 00:21:35
    you need to call on those three
  • 00:21:37
    dimensions in different appropriate
  • 00:21:41
    points in time
  • 00:21:42
    and secondly and this is super important
  • 00:21:46
    we have to walk the talk we have to have
  • 00:21:50
    behavioral integrity
  • 00:21:53
    in other words
  • 00:21:54
    our actions have to match our words and
  • 00:21:57
    we ran some data and found that
  • 00:22:00
    if a leader
  • 00:22:02
    doesn't do that it does not walk the
  • 00:22:04
    talk
  • 00:22:06
    sadly and i hope this has never happened
  • 00:22:09
    to you and never will
  • 00:22:10
    um
  • 00:22:12
    followers can be demotivated
  • 00:22:18
    and this is a really important
  • 00:22:20
    implementation requirement
  • 00:22:24
    the leader has to listen with attention
  • 00:22:27
    and acceptance
  • 00:22:29
    when i say attention i know
  • 00:22:32
    many of you probably attended effective
  • 00:22:35
    listening seminars and listening
  • 00:22:37
    actively asking the right questions and
  • 00:22:41
    then establishing eye contact if you can
  • 00:22:44
    even zoom
  • 00:22:45
    and
  • 00:22:46
    uh
  • 00:22:48
    and summarizing but there's more to it
  • 00:22:50
    than that
  • 00:22:52
    it's accepting your follower as a person
  • 00:22:55
    of consequence
  • 00:22:57
    no matter what they say now if you have
  • 00:23:00
    a psycho killer that says they're gonna
  • 00:23:02
    go out and commit a crime i advise you
  • 00:23:05
    call the police but in any other type of
  • 00:23:08
    situation
  • 00:23:10
    you don't have to agree with what your
  • 00:23:12
    follower
  • 00:23:14
    has to say
  • 00:23:15
    but they need to feel like
  • 00:23:17
    you're listening with inclusiveness and
  • 00:23:19
    that you accept them with respect
  • 00:23:24
    and lastly and you'll see this from the
  • 00:23:28
    scale that's posted on the comparative
  • 00:23:30
    agility website
  • 00:23:32
    what really matters with motivating
  • 00:23:34
    languages
  • 00:23:37
    it's not your intentions
  • 00:23:39
    follower perceptions have the final way
  • 00:23:42
    this isn't a one-way street where you
  • 00:23:44
    megaphone something
  • 00:23:46
    um followers have to perceive
  • 00:23:49
    what you meant to say and that's how the
  • 00:23:52
    scale is constructed
  • 00:23:58
    now that i've said all that and focused
  • 00:24:00
    on leader communication
  • 00:24:03
    let's tell you about some exciting
  • 00:24:05
    developments that have happened with
  • 00:24:07
    motivating language recently in
  • 00:24:10
    particular
  • 00:24:11
    and the first one
  • 00:24:14
    is pure ml and dr doreen honkay
  • 00:24:18
    uh is responsible for the majority of
  • 00:24:22
    the work in this and what pure ml or pml
  • 00:24:26
    refers to is
  • 00:24:27
    motivating language between
  • 00:24:30
    team members with without a leader being
  • 00:24:34
    present
  • 00:24:35
    and what we found out and particularly
  • 00:24:38
    her
  • 00:24:39
    and she did tests in the united states
  • 00:24:42
    as well as in india
  • 00:24:44
    with large data sets
  • 00:24:47
    is that
  • 00:24:48
    peer motivating language between team
  • 00:24:52
    members increases performance and job
  • 00:24:54
    satisfaction
  • 00:24:56
    and in more collective cultures such as
  • 00:24:59
    the one in india
  • 00:25:01
    um
  • 00:25:02
    it even can serve as a substitute for
  • 00:25:05
    leadership not
  • 00:25:07
    on
  • 00:25:08
    denigrating what a leader does
  • 00:25:11
    but
  • 00:25:12
    the team members begin to self
  • 00:25:14
    lead which is which is an admirable goal
  • 00:25:20
    and
  • 00:25:21
    that
  • 00:25:22
    if you're interested in finding out more
  • 00:25:25
    about pure ml and some of the positive
  • 00:25:27
    results we've seen
  • 00:25:29
    shoot me an email and i'll connect you
  • 00:25:32
    with dr honky
  • 00:25:33
    at the end of i'll give my email address
  • 00:25:37
    at the end of this talk
  • 00:25:42
    an expansion of countries tested milton
  • 00:25:44
    already mentioned quite a few of these
  • 00:25:46
    and we have turkey in there and taiwan
  • 00:25:50
    it's not all
  • 00:25:52
    anglo countries
  • 00:25:54
    uh yeah we have we have
  • 00:25:56
    anglo countries like united states and
  • 00:25:59
    canada and australia and new zealand but
  • 00:26:02
    we also have more diverse countries uh
  • 00:26:06
    in the mid east in in uh
  • 00:26:10
    the far east
  • 00:26:12
    and so we we've gotten a lot of
  • 00:26:15
    consistency there in our results right
  • 00:26:17
    and we've also tested across most every
  • 00:26:20
    industry imaginable starting out in
  • 00:26:24
    health care but also in
  • 00:26:26
    manufacturing in it settings
  • 00:26:29
    uh matter of fact we've done several
  • 00:26:31
    very broad-based
  • 00:26:33
    uh studies
  • 00:26:35
    across like i said most of the major
  • 00:26:37
    industrial groups and we've the results
  • 00:26:40
    have been consistent across all of those
  • 00:26:43
    industries and at all levels of
  • 00:26:46
    organization it seems to work the same
  • 00:26:47
    whether it's a
  • 00:26:49
    frontline person who's just started in
  • 00:26:51
    the job or somebody in the high levels
  • 00:26:54
    of an organization that has 20 years of
  • 00:26:57
    experience or if it's a small
  • 00:26:58
    organization or a large or a medium size
  • 00:27:02
    it sounds like we're investigating all
  • 00:27:04
    the time well we are that's it you know
  • 00:27:05
    we just what we do we spend about 30
  • 00:27:08
    years investigating this so we have a
  • 00:27:10
    lot of data so um
  • 00:27:14
    there you go
  • 00:27:15
    and we've also found that it can be used
  • 00:27:18
    in writing
  • 00:27:19
    and not just speaking
  • 00:27:22
    it can be used
  • 00:27:24
    with it with groups a leader talking to
  • 00:27:27
    money
  • 00:27:29
    not just diabetically one-on-one and it
  • 00:27:32
    works really well virtually and and that
  • 00:27:35
    becomes very important especially during
  • 00:27:38
    the pandemic
  • 00:27:39
    um we've all had to learn to work
  • 00:27:42
    virtually
  • 00:27:43
    so motivating languages held up really
  • 00:27:45
    well there
  • 00:27:49
    okay good and and now we want uh to try
  • 00:27:53
    and get you all involved a little bit
  • 00:27:55
    more we appreciate all the feedback we
  • 00:27:57
    got
  • 00:27:57
    at the beginning on what you thought
  • 00:28:00
    good communication was now what we want
  • 00:28:02
    to do is we
  • 00:28:04
    want you to have a personal example
  • 00:28:07
    that you can use to think about the
  • 00:28:09
    concepts that we have
  • 00:28:11
    in
  • 00:28:12
    motivating language
  • 00:28:14
    and to do this we want you to take three
  • 00:28:17
    minutes
  • 00:28:18
    and write down the description of an
  • 00:28:21
    important event
  • 00:28:22
    that happened in your organization that
  • 00:28:24
    was communicating your organization
  • 00:28:27
    and it can be about anything you want
  • 00:28:29
    nobody will ever see this this is not
  • 00:28:31
    something you're entering into the site
  • 00:28:33
    but it should be something that had a
  • 00:28:35
    strong effect on the workplace and if
  • 00:28:39
    you don't feel like writing out a full
  • 00:28:41
    story that's fine just write down bullet
  • 00:28:44
    points so you can it will remind you of
  • 00:28:47
    it
  • 00:28:48
    uh and
  • 00:28:49
    so i said take about three minutes
  • 00:28:52
    uh i will give you reminders as time
  • 00:28:54
    goes on but the the more details you can
  • 00:28:57
    think about stories the more personal it
  • 00:28:59
    is the the better i think this exercise
  • 00:29:02
    going is going to work
  • 00:29:03
    and if i could have somebody give me a
  • 00:29:05
    heart i would appreciate it
  • 00:29:07
    okay i appreciate that like i said we
  • 00:29:09
    will come back to this
  • 00:29:13
    and uh thank you for sharing your
  • 00:29:15
    stories yes we appreciate that
  • 00:29:18
    now what we want to do we're going to
  • 00:29:20
    leave we're going to use this story to
  • 00:29:22
    lead into the three types of motivating
  • 00:29:24
    language but now what i want you to do
  • 00:29:27
    you should see on the minty
  • 00:29:29
    uh screen you should see again the place
  • 00:29:32
    where you can write down three words
  • 00:29:34
    like you did with
  • 00:29:35
    the uh what leader communication means
  • 00:29:38
    to you
  • 00:29:39
    and i want you to do is think about the
  • 00:29:41
    story that you just wrote down
  • 00:29:44
    and if you were using that story if you
  • 00:29:46
    were telling that story to somebody
  • 00:29:48
    at work
  • 00:29:51
    what could they learn about workplace
  • 00:29:53
    expectations
  • 00:29:55
    from the story so write down three words
  • 00:29:58
    and i said take about
  • 00:30:00
    take about a minute to do that and just
  • 00:30:02
    a reminder everybody's safe these are
  • 00:30:04
    all anonymous yes
  • 00:30:10
    think about it is if you were a leader
  • 00:30:11
    using that story to try and explain
  • 00:30:14
    something about work expectations what
  • 00:30:16
    three words or three short phrases could
  • 00:30:19
    you use
  • 00:30:20
    uh that somebody could learn about work
  • 00:30:21
    expectations or if you were a follower
  • 00:30:23
    right
  • 00:30:24
    listen to leader good okay good we're
  • 00:30:26
    getting some ideas coming in
  • 00:30:30
    okay good thank you and you can keep
  • 00:30:34
    putting them in there if you want but we
  • 00:30:36
    have a good number if you're looking on
  • 00:30:37
    the screencast
  • 00:30:40
    uh you see things such as integrity
  • 00:30:43
    uh inform early so if you're using your
  • 00:30:47
    own stories
  • 00:30:49
    what the idea is that from this from the
  • 00:30:52
    story
  • 00:30:53
    that people could learn that they need
  • 00:30:55
    to inform people early about events
  • 00:30:58
    also be timely another way to say that
  • 00:31:01
    uh also that it's important to be honest
  • 00:31:04
    in your
  • 00:31:06
    work practices include folks
  • 00:31:09
    and have integrity
  • 00:31:12
    uh every situation is going to be
  • 00:31:14
    different every work situation is going
  • 00:31:15
    to be different but what's what helps
  • 00:31:18
    you with motivating language with the
  • 00:31:20
    hands part of motivating language is to
  • 00:31:22
    think about for a given story
  • 00:31:25
    what
  • 00:31:26
    does the person need to know
  • 00:31:29
    uh
  • 00:31:30
    what about what they need to do
  • 00:31:32
    and i'm going to switch it back over to
  • 00:31:34
    jackie and jackie will give more details
  • 00:31:37
    about the hands thank you milton
  • 00:31:41
    when we talk about the hands and
  • 00:31:44
    looking at all our data
  • 00:31:46
    we find
  • 00:31:48
    that most leaders
  • 00:31:50
    use some degree of the hands and as
  • 00:31:53
    milton said
  • 00:31:55
    uh letting people
  • 00:31:57
    know
  • 00:31:58
    what they need to do
  • 00:32:00
    at all about work that affects them
  • 00:32:04
    in a timely way and and that is really
  • 00:32:07
    transparency
  • 00:32:09
    and that's a big part of the hands
  • 00:32:12
    an overview of the hands
  • 00:32:14
    or direction giving language is that it
  • 00:32:17
    clarifies work expectations because we
  • 00:32:20
    know when people don't have clear
  • 00:32:22
    expectations
  • 00:32:24
    they lose a lot of time and energy and
  • 00:32:26
    uncertainty and it's very stressful
  • 00:32:31
    so
  • 00:32:33
    other parts of the hands and i i saw
  • 00:32:36
    this in in
  • 00:32:38
    some of your feedback
  • 00:32:41
    constructive performance feedback
  • 00:32:44
    not destructive constructive
  • 00:32:47
    um helping people do a general a a
  • 00:32:50
    better job and
  • 00:32:53
    and focusing on the job
  • 00:32:55
    itself and at the right time and in the
  • 00:32:57
    right place
  • 00:32:58
    all that all that good stuff and the rel
  • 00:33:00
    relevant information
  • 00:33:03
    um goal setting
  • 00:33:06
    i'm setting clear and attain achievable
  • 00:33:11
    challenging goals hopefully
  • 00:33:14
    most of you are probably familiar with
  • 00:33:16
    smart goals
  • 00:33:18
    that goes into the hands
  • 00:33:20
    and
  • 00:33:21
    just as important rewards
  • 00:33:25
    they don't necessarily have to be
  • 00:33:28
    tangible rewards like more money
  • 00:33:30
    although most of us would appreciate
  • 00:33:32
    that
  • 00:33:33
    but they don't have to be they can be
  • 00:33:36
    intrinsic rewards like
  • 00:33:39
    doing part of a job that we really get
  • 00:33:41
    to show your talents
  • 00:33:44
    but
  • 00:33:44
    when a leader uses motivating language
  • 00:33:48
    to
  • 00:33:49
    express the hands
  • 00:33:52
    i the leader articulates
  • 00:33:55
    what the follower needs to do to get
  • 00:33:58
    those rewards
  • 00:34:00
    and what those rewards will be
  • 00:34:05
    right so again the the main idea behind
  • 00:34:08
    the hands is
  • 00:34:09
    this is when you let the followers know
  • 00:34:12
    this is what you expect them to do and
  • 00:34:15
    it's the nuts and bolts
  • 00:34:17
    of
  • 00:34:18
    organizational
  • 00:34:20
    communication of leader communication
  • 00:34:23
    but
  • 00:34:24
    there's a lot more beneath this that is
  • 00:34:27
    not called upon right
  • 00:34:32
    so let's move on to the next part of
  • 00:34:34
    motivating language the heart and again
  • 00:34:37
    what i'm going to ask you all to do
  • 00:34:39
    is think back to the story that you
  • 00:34:41
    wrote down
  • 00:34:42
    and think about the emotional impact
  • 00:34:46
    that event may have had on the people
  • 00:34:49
    involved because it's by thinking about
  • 00:34:52
    the emotional impact of workplace
  • 00:34:55
    situations that you can decide how to
  • 00:34:58
    frame your language how to use
  • 00:35:00
    the heart so take a minute write down
  • 00:35:03
    three words that describe the emotional
  • 00:35:05
    impact the story may have had on the
  • 00:35:07
    people or the event in the story may
  • 00:35:09
    have had on the people involved
  • 00:35:15
    oh dear
  • 00:35:18
    i'm sorry for whoever went through that
  • 00:35:20
    event who just put those up there i'm
  • 00:35:22
    sorry for you
  • 00:35:23
    i'm sorry i hope you learned from it
  • 00:35:25
    some good things hope things got better
  • 00:35:27
    yes oh
  • 00:35:29
    okay
  • 00:35:31
    okay good we're getting more yeah the
  • 00:35:34
    emphasize
  • 00:35:36
    right for those you think we'll i'll go
  • 00:35:39
    we'll go through them in a minute but
  • 00:35:40
    for a lot of
  • 00:35:42
    one thing to remember especially about
  • 00:35:44
    using heart is that people remember
  • 00:35:47
    bad events far
  • 00:35:49
    stronger and far longer than good events
  • 00:35:53
    and so that's a real
  • 00:35:55
    reason to want to improve your your
  • 00:35:58
    empathetic language
  • 00:36:00
    right don't be the person who did that
  • 00:36:02
    yes or help you help people through
  • 00:36:06
    the event so they can deal with it
  • 00:36:08
    better both
  • 00:36:10
    take about another 10 seconds i i'm
  • 00:36:12
    adding in a little extra time because i
  • 00:36:14
    was running at the mouth while people
  • 00:36:15
    were trying to type i apologize i have a
  • 00:36:18
    bad habit of that
  • 00:36:28
    okay for those of you who are not
  • 00:36:30
    looking at the the
  • 00:36:32
    screencast uh
  • 00:36:36
    what we're seeing is a lot of really
  • 00:36:39
    negative
  • 00:36:41
    uh
  • 00:36:42
    emotions coming out of the events people
  • 00:36:44
    have written down the only one that i
  • 00:36:46
    see that's positive is open up which is
  • 00:36:49
    is a good it can can be a good piece of
  • 00:36:52
    advice but we're seeing anger
  • 00:36:55
    upsetting rejection stress demotivation
  • 00:36:58
    uncertainty hopelessness
  • 00:37:01
    uh
  • 00:37:02
    the
  • 00:37:03
    and like i said the the thing to
  • 00:37:05
    remember is that
  • 00:37:08
    negative events
  • 00:37:10
    have an outsize a very large effect on
  • 00:37:14
    people something that they remember and
  • 00:37:16
    take with them
  • 00:37:18
    if you can use
  • 00:37:21
    empathetic language to help people
  • 00:37:24
    deal with those events
  • 00:37:26
    and and we have a story later on sort of
  • 00:37:29
    pulling together all the motivating
  • 00:37:31
    language but you see that sometimes
  • 00:37:34
    it's from outside events and i'm going
  • 00:37:36
    to turn it over to janky and she's going
  • 00:37:37
    to let you
  • 00:37:38
    know more details about heart about
  • 00:37:41
    empathetic language and how to use it
  • 00:37:44
    so
  • 00:37:46
    most leaders don't use the heart very
  • 00:37:48
    much that's what our data tell us
  • 00:37:51
    and
  • 00:37:53
    yet in
  • 00:37:55
    the people that we've tested that's what
  • 00:37:57
    they want and for example
  • 00:38:00
    rita men
  • 00:38:02
    who's a researcher at university of
  • 00:38:04
    florida and her colleagues
  • 00:38:07
    found out
  • 00:38:08
    that uh
  • 00:38:10
    when
  • 00:38:11
    leaders used a lot of empathetic
  • 00:38:13
    language during the pandemic or a time
  • 00:38:15
    of a lot of change
  • 00:38:17
    the trust in the leader
  • 00:38:20
    grew
  • 00:38:21
    uh
  • 00:38:22
    very very significantly and also did
  • 00:38:25
    performance and and job satisfaction
  • 00:38:28
    and retention
  • 00:38:30
    so i don't want to talk around the heart
  • 00:38:34
    empathetic language creates emotional
  • 00:38:37
    bonds and support i'm going to give you
  • 00:38:39
    some examples
  • 00:38:40
    most of you are familiar with emotional
  • 00:38:43
    intelligence and
  • 00:38:44
    they dimension of that uh
  • 00:38:48
    empathy
  • 00:38:51
    and some some of you wrote praise
  • 00:38:54
    when you wrote what what good leader
  • 00:38:56
    communication includes
  • 00:38:58
    the heart would be giving praise
  • 00:39:02
    countless people
  • 00:39:04
    express that they don't get genuine
  • 00:39:07
    praise for real work
  • 00:39:10
    achievements not fake paths on the back
  • 00:39:12
    when they really achieve something
  • 00:39:14
    recognition
  • 00:39:15
    and praise that's motivating language
  • 00:39:18
    good job josephine for finishing that
  • 00:39:21
    project successfully but it's not just
  • 00:39:23
    praise it's also support when the going
  • 00:39:26
    gets rough
  • 00:39:27
    because in complex projects
  • 00:39:30
    roadblocks happen and certainly during
  • 00:39:32
    the pandemic
  • 00:39:34
    we've had to encounter
  • 00:39:37
    setbacks and roadblocks
  • 00:39:40
    and um
  • 00:39:43
    during those situations a leader instead
  • 00:39:46
    of blaming
  • 00:39:48
    the follower
  • 00:39:49
    shows a genuine support and and helps
  • 00:39:53
    them find using direction giving
  • 00:39:55
    language to
  • 00:39:56
    the resources that they might use to
  • 00:40:00
    resolve
  • 00:40:02
    that
  • 00:40:03
    that issue
  • 00:40:04
    the heart also doesn't apply to what
  • 00:40:07
    goes on in the workplace
  • 00:40:09
    very often we're asked to
  • 00:40:11
    compartmentalize ourselves when we come
  • 00:40:13
    to work
  • 00:40:15
    and that is in my opinion
  • 00:40:17
    wrong
  • 00:40:18
    it's to get much more productive vibrant
  • 00:40:22
    people
  • 00:40:24
    when the whole person can come to work
  • 00:40:27
    and the heart
  • 00:40:30
    allows for that
  • 00:40:31
    for example
  • 00:40:33
    we might come into work
  • 00:40:35
    with a really positive experience we ran
  • 00:40:37
    a marathon
  • 00:40:39
    our oldest child just got a degree from
  • 00:40:42
    school
  • 00:40:43
    we may come in to work
  • 00:40:45
    with a really negative experience our
  • 00:40:48
    dog died
  • 00:40:50
    the heart would show compassion
  • 00:40:53
    for for that event this does not mean
  • 00:40:56
    that leaders have to go through the
  • 00:40:58
    emotional labor
  • 00:40:59
    of being clinical psychologists
  • 00:41:02
    that's not our
  • 00:41:04
    that was that's not beyond our
  • 00:41:06
    boundaries and on the subject of
  • 00:41:08
    boundaries it's okay as a leader to draw
  • 00:41:11
    boundaries too you can't have someone in
  • 00:41:13
    their office
  • 00:41:15
    um
  • 00:41:17
    breaking down about their personal
  • 00:41:19
    problems all day but what you can do
  • 00:41:23
    that's constructive and again
  • 00:41:25
    it is integrating direction giving
  • 00:41:28
    language is you can direct them to
  • 00:41:31
    resources for example employee
  • 00:41:33
    assistance plans where they can get the
  • 00:41:36
    help they need to
  • 00:41:38
    to bring them whole their whole cells
  • 00:41:40
    back to work
  • 00:41:46
    in moving on to the third part of
  • 00:41:48
    motivating language by this time i i
  • 00:41:50
    think you know what we're going to do i
  • 00:41:52
    want you to take three words take one
  • 00:41:54
    minute and write down three words that
  • 00:41:56
    describe what someone could learn about
  • 00:41:58
    your organization's culture
  • 00:42:00
    from the story
  • 00:42:02
    so go ahead and take a minute and write
  • 00:42:05
    it down right and if you're still typing
  • 00:42:07
    go ahead but i just want to read off
  • 00:42:09
    some of these we're seeing
  • 00:42:11
    the importance of that information is
  • 00:42:13
    important in the culture as a culture of
  • 00:42:16
    openness
  • 00:42:17
    improvement
  • 00:42:19
    uh trust
  • 00:42:21
    which is good i'm glad that y'all are in
  • 00:42:24
    a good organization like that we also
  • 00:42:26
    see
  • 00:42:27
    some cultural aspects that people could
  • 00:42:30
    learn about a lack unfortunately lack of
  • 00:42:32
    involvement group think uh and top-down
  • 00:42:37
    uh control
  • 00:42:39
    so
  • 00:42:40
    uh
  • 00:42:43
    while not all of these are are positive
  • 00:42:46
    as you'll see you'll hear from jackie's
  • 00:42:49
    uh description of of the spirit
  • 00:42:52
    it is important for you as a leader to
  • 00:42:54
    let your followers know
  • 00:42:56
    the good stuff about the culture as well
  • 00:42:58
    as the negative stuff
  • 00:43:00
    uh if you're in an organization that has
  • 00:43:01
    more negative than positive
  • 00:43:04
    well the job market's supposed to be
  • 00:43:05
    good right now and you may want to think
  • 00:43:07
    about finding somewhere better but it is
  • 00:43:09
    important for you as a leader to let
  • 00:43:11
    your followers know
  • 00:43:13
    about the good and the bad in the
  • 00:43:14
    culture
  • 00:43:16
    and i'm so glad you mentioned that
  • 00:43:17
    because we we
  • 00:43:19
    just finished the study on motivating
  • 00:43:21
    language and gratitude
  • 00:43:23
    and it has a very strong relation
  • 00:43:26
    positive relationship with employee
  • 00:43:28
    gratitude that translates into
  • 00:43:31
    empowerment
  • 00:43:33
    and um
  • 00:43:35
    and get engagement
  • 00:43:37
    so uh
  • 00:43:39
    what's very important there are that is
  • 00:43:42
    that leaders take the time to explain
  • 00:43:44
    hey look
  • 00:43:45
    here's some of the benefits you're
  • 00:43:47
    getting from this job
  • 00:43:50
    okay when we talk about the spirit
  • 00:43:53
    we're talking about the
  • 00:43:54
    part of language
  • 00:43:57
    that's used the least by leaders that's
  • 00:43:59
    what our data tell us
  • 00:44:02
    only about half of leaders use it in any
  • 00:44:05
    way in any way shape or form form
  • 00:44:08
    and and always keep in mind
  • 00:44:11
    that motivating language is a journey
  • 00:44:14
    not a destination you never are done
  • 00:44:18
    um it's like life where we're always
  • 00:44:21
    working to hopefully become better
  • 00:44:23
    people uh
  • 00:44:26
    motivating language is like that
  • 00:44:28
    but uh
  • 00:44:30
    meaning making is use the least
  • 00:44:34
    and with the spirit is talking about
  • 00:44:38
    and this is really important for agility
  • 00:44:41
    is to
  • 00:44:42
    have everybody feel included on the same
  • 00:44:46
    page
  • 00:44:47
    and when i say everybody i mean the
  • 00:44:49
    organization
  • 00:44:50
    and its stakeholders
  • 00:44:52
    with shared vision
  • 00:44:55
    and
  • 00:44:56
    and and speaking the same
  • 00:44:59
    language the same priorities the the
  • 00:45:03
    same aspirations
  • 00:45:06
    it also explains the culture itself
  • 00:45:09
    and it links it with
  • 00:45:12
    individual follower values
  • 00:45:15
    and i might add i noticed
  • 00:45:20
    that
  • 00:45:20
    some of you
  • 00:45:22
    wrote um from the top
  • 00:45:25
    motivating language is
  • 00:45:28
    contagious
  • 00:45:30
    in a good way not like the pandemic
  • 00:45:34
    and
  • 00:45:35
    if the top leader uses it
  • 00:45:39
    you can go throughout an organization
  • 00:45:41
    and we ran a simulation on this after
  • 00:45:44
    about two or three years about 70 to 80
  • 00:45:47
    percent of all the leaders in that
  • 00:45:48
    organization are using high motivating
  • 00:45:51
    language
  • 00:45:52
    so um
  • 00:45:54
    that's something to keep in mind
  • 00:45:56
    what are some tangible
  • 00:46:00
    identifiers for the spirit
  • 00:46:03
    okay
  • 00:46:04
    um for one um the spirit is is really
  • 00:46:08
    important in explaining cultural values
  • 00:46:12
    a lot of times these aren't discussed in
  • 00:46:14
    the workplace
  • 00:46:15
    every culture has its unique personality
  • 00:46:20
    and as you
  • 00:46:21
    are aware of there are command
  • 00:46:23
    performance meetings right
  • 00:46:26
    where you have to show up or have a
  • 00:46:27
    really good excuse not to
  • 00:46:30
    um
  • 00:46:32
    and you don't want to use up too many
  • 00:46:33
    chips
  • 00:46:35
    uh a good
  • 00:46:36
    motivating language leader is going to
  • 00:46:38
    explain that to followers
  • 00:46:42
    and
  • 00:46:44
    it's also important
  • 00:46:46
    uh to
  • 00:46:47
    i did to recognize the individual
  • 00:46:51
    contributions
  • 00:46:53
    of followers to the overall vision it
  • 00:46:55
    articulates the overall vision
  • 00:46:58
    that falls in the realm of the spirit
  • 00:47:02
    i'll give you an example of that
  • 00:47:04
    there was a major hospital
  • 00:47:06
    and and
  • 00:47:08
    we're not talking about knowledge
  • 00:47:09
    workers here
  • 00:47:11
    we're talking about the maintenance
  • 00:47:13
    workers and it's a really cruddy job
  • 00:47:16
    and the ceo went
  • 00:47:18
    to those people
  • 00:47:21
    and said
  • 00:47:23
    you're not just cleaning up crud
  • 00:47:25
    you are making patients feel safe
  • 00:47:29
    you're keeping them healthy you're
  • 00:47:30
    helping them
  • 00:47:32
    regain help
  • 00:47:34
    and
  • 00:47:35
    combine that
  • 00:47:37
    with
  • 00:47:38
    having building in interaction with
  • 00:47:41
    hospital patients
  • 00:47:43
    in the uh employees the maintenance
  • 00:47:46
    employees work
  • 00:47:48
    another example of using the spirit is
  • 00:47:51
    when leaders do job crafting
  • 00:47:54
    or they they listen
  • 00:47:57
    to their followers
  • 00:47:58
    find out and get to know what their
  • 00:48:01
    talents are and adjust their jobs so
  • 00:48:04
    that that person
  • 00:48:06
    can
  • 00:48:08
    express what their talent is in the job
  • 00:48:11
    that they do and tie it to added value
  • 00:48:14
    to the organization
  • 00:48:16
    the spirit is also
  • 00:48:18
    very important during times of change
  • 00:48:23
    because the vision
  • 00:48:25
    is going to be modified during times of
  • 00:48:27
    change most likely it's certainly the
  • 00:48:29
    goals
  • 00:48:31
    and
  • 00:48:34
    also during times of organizational
  • 00:48:37
    entry when people are getting used to
  • 00:48:39
    the culture
  • 00:48:40
    and adjustment again during change so
  • 00:48:44
    meaning making language explains what
  • 00:48:46
    those changes are with the how the
  • 00:48:49
    vision
  • 00:48:50
    has been modified
  • 00:48:51
    and how
  • 00:48:53
    followers
  • 00:48:54
    are included and important and valued
  • 00:48:58
    within that vision
  • 00:49:03
    and one thing i forgot to add
  • 00:49:06
    which you're doing right now
  • 00:49:08
    about
  • 00:49:10
    the spirit is
  • 00:49:12
    that
  • 00:49:14
    the spirit also relies on informal
  • 00:49:18
    storytelling
  • 00:49:20
    informal storytelling
  • 00:49:23
    gives structure to cultures
  • 00:49:25
    especially informal stories that talk
  • 00:49:28
    about organizational heroines and heroes
  • 00:49:31
    people who go above and beyond
  • 00:49:34
    to attain
  • 00:49:39
    organizational values
  • 00:49:42
    and um to fulfill the organizational
  • 00:49:45
    vision
  • 00:49:50
    so
  • 00:49:50
    we're going to tie
  • 00:49:52
    this all together
  • 00:49:54
    right in
  • 00:49:58
    i want to first start out by telling a
  • 00:50:00
    story about how motivating language was
  • 00:50:02
    used extremely well by an
  • 00:50:11
    on the organizat
  • 00:50:12
    the company's name cytokinetics the u.s
  • 00:50:14
    company located in california
  • 00:50:18
    the company was is
  • 00:50:20
    founded to develop drugs for als
  • 00:50:23
    and heart conditions
  • 00:50:26
    it has a little bit of an unusual
  • 00:50:30
    way of going about this though
  • 00:50:32
    it was founded by
  • 00:50:34
    md and a phd medical researcher
  • 00:50:37
    and they realized that a lot of
  • 00:50:39
    potentially promising drugs were being
  • 00:50:42
    overlooked because
  • 00:50:44
    the the uh
  • 00:50:46
    initial outlay was too high for the
  • 00:50:49
    large pharmaceutical companies for the
  • 00:50:52
    expected
  • 00:50:53
    but they realized that as long as the
  • 00:50:55
    company was small as long as it had
  • 00:50:58
    relatively low overhead
  • 00:51:00
    those upfront expenses would not have
  • 00:51:03
    the same kind of
  • 00:51:06
    low return on interest so their plan is
  • 00:51:09
    to
  • 00:51:10
    uh investigate some of these
  • 00:51:13
    riskier drugs riskier in terms of profit
  • 00:51:16
    payoff not in terms of health issues but
  • 00:51:19
    some of these riskier
  • 00:51:22
    medicines
  • 00:51:23
    develop those up through i believe it's
  • 00:51:26
    stage three testing and at that point
  • 00:51:30
    they could
  • 00:51:31
    partner a in interest and partner the
  • 00:51:34
    larger pharmaceuticals the larger
  • 00:51:36
    pharmaceuticals within
  • 00:51:38
    uh
  • 00:51:39
    underwrite
  • 00:51:41
    the more expensive
  • 00:51:43
    later stage trials
  • 00:51:45
    as well as partner with them
  • 00:51:47
    for manufacturing and producing the
  • 00:51:50
    drugs that prove successful and these
  • 00:51:53
    are often drugs that
  • 00:51:54
    big pharma doesn't usually
  • 00:51:56
    usually cover
  • 00:51:58
    uh
  • 00:51:59
    and in building their company obviously
  • 00:52:02
    the the co-founders were very committed
  • 00:52:05
    to these drugs they all had personal
  • 00:52:07
    experiences with family members or
  • 00:52:10
    friends that had heart problems had als
  • 00:52:13
    and part of the recruiting strategy
  • 00:52:16
    was to hire folks with a similar kind of
  • 00:52:20
    commitment
  • 00:52:21
    uh it wasn't all about making money but
  • 00:52:25
    rather because people had
  • 00:52:27
    a personal situation a personal
  • 00:52:30
    investment because they had seen
  • 00:52:32
    the the
  • 00:52:34
    terrible things that came along
  • 00:52:36
    with these types of diseases
  • 00:52:39
    they were able to develop a very
  • 00:52:41
    committed
  • 00:52:43
    uh highly skilled set of people in this
  • 00:52:45
    company well okay that that's the
  • 00:52:47
    background i know there's a little bit
  • 00:52:48
    of a lengthy background but it's
  • 00:52:50
    important that you know
  • 00:52:52
    what the company was about
  • 00:52:53
    what happened was they very quickly
  • 00:52:57
    they started working on an als drug that
  • 00:53:00
    held a lot of problems
  • 00:53:03
    uh i believe they worked with some
  • 00:53:05
    university researchers that had first
  • 00:53:07
    uncovered the the
  • 00:53:09
    drug treatment
  • 00:53:11
    uh the initial stages
  • 00:53:13
    incredibly promising
  • 00:53:16
    they moved up to animal trials uh in in
  • 00:53:19
    animal trials
  • 00:53:20
    they were doing better than basically
  • 00:53:22
    any other drug that had been seen out
  • 00:53:24
    there to date everybody at the company
  • 00:53:27
    was
  • 00:53:28
    was incredibly excited
  • 00:53:30
    uh
  • 00:53:31
    because
  • 00:53:32
    it on a personal level it showed them
  • 00:53:35
    that als
  • 00:53:37
    might be the
  • 00:53:38
    effects of als might be greatly reduced
  • 00:53:41
    on a financial level because
  • 00:53:44
    that would give them a powerful and
  • 00:53:46
    incredibly sought-after drug in the
  • 00:53:48
    marketplace uh everybody had stock
  • 00:53:50
    options in the company so they started
  • 00:53:53
    moving up into early human trials and it
  • 00:53:57
    just didn't work as as many of you
  • 00:54:00
    probably know that are in the the health
  • 00:54:02
    industry a lot of promising drugs at the
  • 00:54:05
    animal stages once they're tried on
  • 00:54:07
    humans
  • 00:54:08
    there's there's no effect and that's
  • 00:54:10
    what happened
  • 00:54:11
    with this drug uh they had gotten uh
  • 00:54:14
    early
  • 00:54:15
    uh overtures from some of the big pharma
  • 00:54:17
    companies so it looked like the company
  • 00:54:20
    was going to be set for the foreseeable
  • 00:54:22
    future
  • 00:54:23
    once the the
  • 00:54:25
    trials turned negative it turned out to
  • 00:54:27
    be negative the pharmaceuticals of
  • 00:54:29
    course withdrew
  • 00:54:31
    uh they didn't put the company in
  • 00:54:33
    immediate danger of bankruptcy but the
  • 00:54:35
    long-term future was uncertain and it
  • 00:54:38
    was up to the ceo to break that news
  • 00:54:42
    the ceo came out and that could have
  • 00:54:44
    been a devastating story it could have
  • 00:54:47
    been one that ended the company right
  • 00:54:50
    there
  • 00:54:51
    but instead he thought about it he used
  • 00:54:54
    motivating language he used all three
  • 00:54:56
    part very well
  • 00:54:58
    he talked to the people in the company
  • 00:55:00
    and he reminded them of why they were in
  • 00:55:05
    that business why they had that company
  • 00:55:07
    that they were there
  • 00:55:08
    to
  • 00:55:09
    take the long shots
  • 00:55:11
    to try and be the groundbreakers that
  • 00:55:14
    would go for the riskier drugs that had
  • 00:55:18
    the potential for the far greater
  • 00:55:20
    benefits that the big pharma was not
  • 00:55:23
    going after
  • 00:55:25
    and that
  • 00:55:26
    uh that was still their mission and even
  • 00:55:29
    though it was a setback
  • 00:55:31
    that they were actually being successful
  • 00:55:33
    because they were moving hard moving
  • 00:55:35
    forward and they had forged ties with
  • 00:55:38
    the big companies and they showed that
  • 00:55:40
    the big companies that they could be
  • 00:55:41
    taken seriously
  • 00:55:43
    also he talked about what they could
  • 00:55:45
    learn from the setback
  • 00:55:47
    he used that was using the spirit he
  • 00:55:50
    used the heart
  • 00:55:51
    he just admitted he said this is a
  • 00:55:53
    terrible thing i understand
  • 00:55:56
    if you're upset i'm upset
  • 00:55:58
    uh and you know we're we're going we're
  • 00:56:00
    not going to get over this in a day
  • 00:56:02
    we're not even going to get over this a
  • 00:56:03
    week but we will move forward and we
  • 00:56:06
    will be better and so he helped them to
  • 00:56:08
    process
  • 00:56:10
    these negative emotions
  • 00:56:12
    and then he used the hands he said
  • 00:56:14
    here's how we're going to redeploy our
  • 00:56:16
    resources he talked about strategically
  • 00:56:18
    how they were going to move forward and
  • 00:56:20
    secure more funding he talked about how
  • 00:56:23
    the teams that had been working on that
  • 00:56:25
    specific drugs were going to be
  • 00:56:27
    redeployed and what they would need to
  • 00:56:28
    do and talk about rearrangement of the
  • 00:56:31
    people in the other parts of the company
  • 00:56:33
    what they would need to do so by using
  • 00:56:35
    the hands he let them
  • 00:56:38
    know what they needed to do instead of
  • 00:56:40
    drifting
  • 00:56:41
    and it worked it not only worked in
  • 00:56:43
    terms of finances because the company
  • 00:56:45
    now it's i think five years later the
  • 00:56:48
    company is uh uh better off financially
  • 00:56:51
    than it ever was their stock
  • 00:56:54
    value increased 120 last year and the
  • 00:56:56
    retention is very high right they they
  • 00:56:59
    did not lose anybody for two or three
  • 00:57:02
    years after that setback and i think the
  • 00:57:05
    first person they lost
  • 00:57:06
    left because they retired from the
  • 00:57:09
    company
  • 00:57:10
    morale while it did take a dip uh came
  • 00:57:14
    back and has remained high
  • 00:57:16
    to this day
  • 00:57:17
    uh information sharing and work between
  • 00:57:19
    teams all
  • 00:57:21
    core uh goals for the team has continued
  • 00:57:25
    the ceo was able to take a potentially
  • 00:57:29
    devastating situation and by using good
  • 00:57:31
    motivating language
  • 00:57:33
    turned it around to make it something
  • 00:57:36
    positive and that people
  • 00:57:38
    still look back on five years later
  • 00:57:40
    saying yes this really drew us
  • 00:57:42
    together
  • 00:57:45
    uh
  • 00:57:46
    okay and also i want to quickly tell you
  • 00:57:48
    just about how some people have used
  • 00:57:50
    motivating language training we did
  • 00:57:53
    motivating language we
  • 00:57:54
    set up a motivating language training
  • 00:57:56
    program at florida hospital
  • 00:57:59
    and we've always used something called
  • 00:58:00
    the buddy system which is we because one
  • 00:58:03
    of the more difficult things about
  • 00:58:05
    training
  • 00:58:06
    is that you get a lot of good ideas you
  • 00:58:09
    get really fired up but you go back to
  • 00:58:11
    the workplace and you're not quite sure
  • 00:58:13
    what to do or you lose that fire as
  • 00:58:16
    day-to-day events take place and you're
  • 00:58:18
    and you have trouble
  • 00:58:20
    putting into place
  • 00:58:22
    what you're doing so we've we usually
  • 00:58:23
    set up a buddy system where we have
  • 00:58:26
    everybody in the training program switch
  • 00:58:28
    business cards with somebody else at
  • 00:58:30
    random and you become each other's
  • 00:58:32
    buddies to help each other out
  • 00:58:34
    florida hospital took this a step
  • 00:58:37
    further
  • 00:58:38
    and what they did is everybody and we
  • 00:58:40
    stole this idea once they told us about
  • 00:58:43
    what they did to take it further after
  • 00:58:44
    we left we we stole their idea we always
  • 00:58:47
    give them credit we stainlessly sold and
  • 00:58:50
    what they did is
  • 00:58:51
    uh once a month they would have a
  • 00:58:54
    motivating language council
  • 00:58:56
    which is kind of a fancy name for
  • 00:58:59
    essentially getting everybody together
  • 00:59:00
    in the training session
  • 00:59:02
    to act as as one a support group because
  • 00:59:05
    it can be difficult when you have a
  • 00:59:07
    setbacks to keep the momentum going so
  • 00:59:10
    by having these groups get together they
  • 00:59:13
    helped keep the
  • 00:59:15
    momentum going
  • 00:59:16
    they also could exchange ideas i tried
  • 00:59:19
    this and it worked well
  • 00:59:21
    they could go they had a a person that
  • 00:59:24
    was a coordinator who would go back over
  • 00:59:26
    reminding people about the basic
  • 00:59:28
    principles
  • 00:59:30
    and they also would ask people for help
  • 00:59:33
    i'm having trouble doing this as anybody
  • 00:59:36
    else does anybody have any ideas and
  • 00:59:38
    they could exchange ideas they could
  • 00:59:40
    they could say i was running into the
  • 00:59:41
    same thing and i started using this and
  • 00:59:44
    what the reason we bring this up is to
  • 00:59:47
    urge you
  • 00:59:48
    uh to try and if you have more than one
  • 00:59:50
    person in your organization attending
  • 00:59:52
    this meeting become each other's buddies
  • 00:59:55
    uh and you may also reach out to the
  • 00:59:57
    chat room or
  • 00:59:59
    through other means and try and link up
  • 01:00:02
    across organizations
  • 01:00:05
    as well
  • 01:00:06
    uh but with that i'm going to turn it
  • 01:00:08
    back to jackie
  • 01:00:10
    to give you action steps so
  • 01:00:13
    thank you milton
  • 01:00:14
    um those are great stories and here are
  • 01:00:17
    some action steps that you can take to
  • 01:00:20
    successfully implement and grow your
  • 01:00:23
    motivating language
  • 01:00:26
    and the first one is
  • 01:00:28
    evaluate
  • 01:00:30
    evaluate in with your team
  • 01:00:33
    in your organization you can use some of
  • 01:00:35
    the ml metrics
  • 01:00:37
    that are posted on the comparative
  • 01:00:39
    agility site
  • 01:00:40
    if those aren't sufficient
  • 01:00:43
    again we'll give you an email address at
  • 01:00:46
    the end we freely share our materials
  • 01:00:49
    but the the
  • 01:00:50
    uh uh it's useful to use the website
  • 01:00:53
    because they're also building instant
  • 01:00:56
    feedback and
  • 01:00:57
    links with many other type of metrics
  • 01:01:00
    that you can use like psychological
  • 01:01:02
    safety for example right we're always
  • 01:01:04
    happy to give our skill out to whoever
  • 01:01:07
    wants it but thin this up to you to use
  • 01:01:10
    either pen and paper and collect all the
  • 01:01:12
    data uh and you might do it easier
  • 01:01:15
    through the the website yes
  • 01:01:18
    make your life easier
  • 01:01:20
    and
  • 01:01:22
    once once you can get a
  • 01:01:25
    good grasp of what's going on in this
  • 01:01:28
    situation
  • 01:01:30
    develop and and train people to
  • 01:01:34
    to grow
  • 01:01:36
    motivating language and the ways that
  • 01:01:38
    best add value to your organization and
  • 01:01:42
    its stakeholders
  • 01:01:44
    right and we're always happy to work
  • 01:01:46
    with training uh but also if uh we're
  • 01:01:50
    not able to or you'd like somebody
  • 01:01:52
    closer to you there's somebody in france
  • 01:01:55
    who does france and germany and areas
  • 01:01:57
    around that and we have and there are
  • 01:01:58
    other trainers uh with other specialties
  • 01:02:01
    motivating language we can put you in
  • 01:02:03
    contact with if if you decide you're
  • 01:02:06
    looking for outside help
  • 01:02:10
    and
  • 01:02:11
    be sure to reward and reinforce and
  • 01:02:15
    rewards can
  • 01:02:16
    be
  • 01:02:18
    selecting someone for an important task
  • 01:02:22
    because they used motivating language
  • 01:02:24
    well
  • 01:02:26
    um it can be
  • 01:02:28
    tangible a tangible reward a bonus and
  • 01:02:32
    we talked already about
  • 01:02:34
    a re some potential ways of reinforcing
  • 01:02:37
    and also about the fact
  • 01:02:40
    the more
  • 01:02:41
    people in an organization use motivating
  • 01:02:44
    language
  • 01:02:47
    the more contagious it becomes in a
  • 01:02:49
    really wonderful way
  • 01:02:54
    and lastly
  • 01:02:56
    we'll put in a
  • 01:02:58
    suggestion for reading
  • 01:03:00
    which is our book motivating language
  • 01:03:03
    theory it's
  • 01:03:05
    it's not very expensive it's available
  • 01:03:06
    on amazon throughout the world
  • 01:03:13
    and i'm going to leave this slide up
  • 01:03:15
    here for just a minute so everybody can
  • 01:03:18
    get the
  • 01:03:19
    uh jackie's
  • 01:03:21
    email address
  • 01:03:23
    but then i'll switch back over to the
  • 01:03:24
    main screen so we can have a little bit
  • 01:03:26
    of the eye contact we were talking about
  • 01:03:28
    earlier but if you want to send us
  • 01:03:31
    we're happy to answer questions during
  • 01:03:33
    the live stream from anybody that's
  • 01:03:35
    watching this video later on
  • 01:03:38
    hello the future nice to see you
  • 01:03:40
    uh you can send questions to
  • 01:03:44
    jackie.mayfield
  • 01:03:46
    gmail.com
  • 01:03:47
    that's j
  • 01:03:49
    a
  • 01:03:50
    c k
  • 01:03:52
    i e
  • 01:03:53
    dot
  • 01:03:55
    m a y
  • 01:03:56
    f i e l d
  • 01:03:59
    at gmail.com
  • 01:04:18
    you
ใ‚ฟใ‚ฐ
  • motivating language
  • leadership
  • organizational culture
  • communication
  • hands heart spirit
  • job satisfaction
  • employee retention
  • performance improvement
  • empathy
  • organizational goals