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How can Dan Pink's Puzzle of Motivation help Build Awesome Connector Managers

Lesson created by Dirk Tussing using

Video from Bill Storey YouTube Channel

Let’s Begin…

In Gartner's 2017 Top Insights for the World's Leading Executives research suggested that employee performance can be improved by up to 26% by rethinking manager coaching expectations. This research found the "Connector" managers triple the likelihood to create high performers. compared to "Always-On" Managers providing continuous, frequent coaching, development, feedback on a breadth of skills.
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How Connector Managers Succeed
Fifty-seven percent of employees report that they develop new skills through their colleagues. But Connector Managers don’t just pair up employees with colleague mentors and wish them well. They perform many core coaching activities, and foster three distinct types of connections. Connector Managers: 1. Personalize by tailoring development to employee needs and interests, 2. Power the team for peer development by promoting their reciprocal and real-time learning, and 3. Partner for best-fit connections by teaching employees how to learn from new contacts
and helping them expand their networks and experiences outside the manager’s realm.
Connectors Drive Employee Performance (Source: CEB 2017 Manager Effectiveness Survey)

Three Ways to Develop Connector Managers If you want to empower managers to drive better performance without alienating their people, do the following to shift your focus to developing Connector Managers across the organization:
1. Develop managers who can diagnose employee needs. Instead of asking managers to coach and develop all their employees’ needs, focus on helping a) diagnose individual employee development needs and interests, and b) tailor development activities to suit. 2. Equip managers to foster team development. Instead of focusing exclusively on helping managers understand how to drive individual employee development, equip them to foster team development and peer skill sharing. 3. Enable managers to improve connection quality. Instead of just enabling employees to make more development connections, empower managers with the tools and processes to increase the quality of those connections.
The Executive Learning Exchange created this TED Ed micro-lesson to support our Chicagoland and Wisconsin CLO/CTO/CHRO  Exchanges meeting in December 2017. To learn more, visit www.LearningExecutive.com. Thank you, Dirk Tussing
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List one manager behavior or practice within their own organization that reflects the less effective use of contingent rewards (if this-then that--carrot/stick--extrinsic rewards).
11/08/2017 • 
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Identify a potential training solution for the above practice that could assist in transitioning the manager(s) from using extrinsic rewards to becoming a connector manager.
11/14/2017 • 
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If you and your peers logged into TEDEd to take this lesson, review their comments on Part 1 and Part 2 and offer a helpful comment or resource to at least one peer--can be a training exercise, real life experience, video or article as an example.
11/14/2017 • 
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