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In many of our organizations, leaders unintentionally hinder teams for becoming high performing teams. Our culture is filled with ideas of what a manager should do to motivate teams, lead teams, and solve problems. Many of these prevalent ideas have been shown to be ineffective, but we as leaders often default to these ineffective behaviors and attitudes without realizing their harmful effects.
In this session we are going to challenge these default behaviors and attitudes. We will examine Organizational and Industrial Psychology research into the key ingredients that encourage people and teams to self-motivate. Reviewing this research will stretch our capability to help our team self-manage, take ownership of their product and their agility, as well as encouraging personal growth and engagement. We will examine how autonomy works and what motivates people to do their best work. Managers all want to be effective leaders and this session is designed to provide some tools help them in their journey.