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Goal: Strengthen collaboration, trust, and group dynamics.

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Goal: Strengthen collaboration, trust, and group dynamics.

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Goal: Resolve conflict, reach agreements, and create win-win outcomes.

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Goal: Resolve conflict, reach agreements, and create win-win outcomes.

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Book: The Five Dysfunctions of a Team by Patrick Lencioni

# data[].attributes.subject
Book: The Five Dysfunctions of a Team by Patrick Lencioni

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This book explores common challenges that teams face and offers ways to overcome them.

https://books.google.com/books?hl=en&lr=&id=XO90IxVPq8AC&oi=fnd&pg=PP6&dq=The+Five+Dysfunctions+of+a+Team+by+Patrick+Lencioni&ots=t1E_QDTHEN&sig=PLh52f_FE2fuKFAoyO8bB54hBJ8#v=onepage&q=The%20Five%20Dysfunctions%20of%20a%20Team%20by%20Patrick%20Lencioni&f=false

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Video: "Building a Psychological Safety Net" – Amy Edmondson, TEDx

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Video: "Building a Psychological Safety Net" – Amy Edmondson, TEDx

# data[].attributes.body
This video focuses on why it is important to create environments where team members feel safe to take risks.

https://www.youtube.com/watch?v=LhoLuui9gX8

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Building a psychologically safe workplace | Amy Edmondson | TEDxHGSE

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Website: Teambuilding.com – Free Team Activities

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Website: Teambuilding.com – Free Team Activities

# data[].attributes.body
This website provides multiple ideas and resources for team building activities.

https://teambuilding.com/blog/team-building-activities

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Shakira's team is experienced and hard-working - but, lately, its performance has been "hit and miss."

The team seems to have lost some of its energy and motivation, and morale is beginning to drop. So, Shakira decides to get her people back on track by exploring some team building strategies and activities.

Team building is about providing the skills, training and resources that your people need, so that they can work in harmony. But, to be truly effective, it needs to be a continual process, embedded into your team and organization's culture.

There's a place for one-off team building exercises, but they need to have a clear purpose, such as improving a particular skill, and must be well designed to avoid conflict.

In this article and video, you can explore how to use team building activities and exercises as part of an ongoing strategy for developing a strong and effective team.

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Team Building Exercises and Activities - Making Team Building an Everyday Priority

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Embrace team building activities as an important, ongoing part of your corporate culture, and understand how and when to use team building exercises.

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Article: "What Google Learned From Its Quest to Build the Perfect Team" – New York Times

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Article: "What Google Learned From Its Quest to Build the Perfect Team" – New York Times

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Discusses the importance of psychological safety based on Project Aristotle.

https://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html

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What Google Learned From Its Quest to Build the Perfect Team (Published 2016)

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New research reveals surprising truths about why some work groups thrive and others falter.

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Tool: CliftonStrengths Assessment by Gallup

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Tool: CliftonStrengths Assessment by Gallup

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This tool helps identify team members’ strengths to improve team synergy.

https://www.gallup.com/cliftonstrengths/en/home.aspx

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Learn how the CliftonStrengths assessment -- formerly StrengthsFinder -- empowers organizations, managers and millions of people to succeed.

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Goal: Develop individuals through support, feedback, and performance improvement.

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Goal: Develop individuals through support, feedback, and performance improvement.

# data[].attributes.headline
Book: Coaching for Performance by John Whitmore

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Book: Coaching for Performance by John Whitmore

# data[].attributes.body
This book introduces the GROW model (Goal, Reality, Options, and Will) along with practical coaching strategies.

https://www.google.com/books/edition/Coaching_for_Performance_Fifth_Edition/TiWfDAAAQBAJ?hl=en&gbpv=1&dq=Coaching+for+Performance+by+John+Whitmore&printsec=frontcover

# data[].attributes.attachment_link.title
Amazon.com: Coaching for Performance Fifth Edition: The Principles and Practice of Coaching and Leadership UPDATED 25TH ANNIVERSARY EDITION: 9781473658127: Whitmore, Sir John, Performance Consultants International: Books

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Amazon.com: Coaching for Performance Fifth Edition: The Principles and Practice of Coaching and Leadership UPDATED 25TH ANNIVERSARY EDITION: 9781473658127: Whitmore, Sir John, Performance Consultants International: Books

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Video: "How to Be a Great Coach" – Harvard Business Review

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Video: "How to Be a Great Coach" – Harvard Business Review

# data[].attributes.body
This video explains how the coaching process works.

https://www.youtube.com/watch?v=UY75MQte4RU

# data[].attributes.headline
Article: "The Leader as Coach" – Harvard Business Review

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Article: "The Leader as Coach" – Harvard Business Review

# data[].attributes.body
This article explores the shift from directive leadership to coaching.

https://hbr.org/2019/11/the-leader-as-coach

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Once upon a time, most people began successful careers by developing expertise in a technical, functional, or professional domain. Doing your job well meant having the right answers. If you could prove yourself that way, you'd rise up the ladder and eventually move into people management-at which point you had to ensure that your subordinates had those same answers.

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In the face of rapid, disruptive change, companies are realizing that managers can't be expected to have all the answers and that command-and-control leadership is no longer viable. As a result, many firms are moving toward a coaching model in which managers facilitate problem-solving and encourage employees' development by asking questions and offering support and guidance rather than giving orders and making judgments.

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This tool allows instructional coaches and school leaders to manage cycles, set goals, log observations, and track teacher growth.

https://app.teachboost.com/coach/

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TeachBoost Coach gives a clear, complete picture of how coaching improves teaching and learning so that every one of your students can experience the highest quality instruction.

Continuous learning

Create a culture of continuous learning that delivers high-quality, equitable instruction to students.

Data-driven decisions

Access multi-level reports to make more confident and proactive decisions about your coaching program.

Student outcomes

Reflect on and share the impact of coaching on student outcomes while maximizing your PD investments.

District leaders often don't have easy access to the data and stories that show how instructional coaching .

Many coaches can't easily track, report, and share information about how they spend their time.

Without the right systems in place, coaches are often left to cobble together their own ways to organize and share their work.

The result?

Most districts don't have a clear, holistic picture of the impact .

Coaches are uniquely positioned at the intersection of policy and practice to be levers for both personal and systemic transformation. Districts that prioritize, value, and support coaching see a positive impact on classroom instruction and, in turn, student outcomes.

Learning

A well-embedded, supported coaching program has the potential to create an environment of continuous learning that positively impacts both teachers and students.

TeachBoost Coach gives leaders, coaches, and teachers a streamlined way to reflect on and share the impact of coaching.

See the time, effort, and impact of your coaching program

TeachBoost Coach provides real-time reports that gather, analyze, and share data.

Leaders can see how adult learning activities align with strategic and professional development priorities through real-time data and stories.

Both leaders and coaches have access to multi-level reporting for a birds-eye view of coaching-cycle activities and efficacy.

Coaches are able to collect coaching activity, track time, and share data more easily and efficiently.

Teachers can track their progress against professional goals and key initiatives over time.

Connect everything to achieve anything

TeachBoost Coach seamlessly tracks coaching and learning activities in one place.

Communicate efficiently and effectively using calendar invites, classroom visit notes and evidence, action steps, notes, and resources.

Collect coaching activity, track time, and share data more easily and efficiently.

Leverage the iOS and Android companion app to easily capture photos, videos, and meeting notes.

"District leaders need TeachBoost Coach to help protect and advocate for their coaching program."

-Brandon White, Assistant Superintendent of Academics, South Bend Community School Corporation, Indiana

Districts across the country are using TeachBoost Coach to power their coaching programs-building teacher capacity and ultimately improving student outcomes.

TeachBoost powers K-12 educator professional development.

Engage with us on Twitter and LinkedIn!

# data[].attributes.attachment_link.description
TeachBoost Coach gives a clear, complete picture of how coaching improves teaching and learning so that every one of your students can experience the highest quality instruction. Continuous learning Create a culture of continuous learning that delivers high-quality, equitable instruction to students. Data-driven decisions Access multi-level reports to make more confident and proactive decisions about your coaching program. Student outcomes Reflect on and share the impact of coaching on student outcomes while maximizing your PD investments.

# data[].attributes.body
This model goes more into the Goal, Reality, Options, and Will structured approach to coaching.

https://www.performanceconsultants.com/grow-model

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Goal: Provide guidance and support for long-term development.

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Goal: Provide guidance and support for long-term development.

# data[].attributes.body
This book emphasizes how being a servant leader means influencing others by guiding and inspiring.

https://www.google.com/books/edition/The_Mentor_Leader/4-VCagWoBGAC?hl=en&gbpv=1&dq=The+Mentor+Leader+by+Tony+Dungy&printsec=frontcover

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Tony Dungy (Author), Nathan Whitaker Jim Caldwell (Foreword) & 0 more

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The Mentor Leader: Secrets to Building People and Teams That Win Consistently

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The Mentor Leader: Secrets to Building People and Teams That Win Consistently [Dungy, Tony, Whitaker, Nathan, Caldwell, Jim] on Amazon.com. *FREE* shipping on qualifying offers. The Mentor Leader: Secrets to Building People and Teams That Win Consistently

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Video: "The power of mentoring" by Lori Hunt at TEDxCCS

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Video: "The power of mentoring" by Lori Hunt at TEDxCCS

# data[].attributes.body
In this video, Lori Hunt describes how mentoring can have a profound effect on both individuals and communities.

https://www.youtube.com/watch?v=Atme26C0l5E

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The power of mentoring: Lori Hunt at TEDxCCS

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Article: 10 Successful Mentoring Program Best Practices – Chronus

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Article: 10 Successful Mentoring Program Best Practices – Chronus

# data[].attributes.body
This article describes how to design and implement effective mentoring programs.

https://chronus.com/blog/top-10-mentoring-program-best-practices

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10 Successful Mentoring Program Best Practices | Chronus

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Do you want to run successful mentoring programs? Chronus outlines 10 mentoring best practices to help your organization reach mentoring program success!

# data[].attributes.headline
Website: National Mentoring Partnership – Tools & Resources

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Website: National Mentoring Partnership – Tools & Resources

# data[].attributes.body
This website provides free resources in the form of tools, research, and best practices to help support mentors, program leaders, and educators.

https://www.mentoring.org/resource/

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© 2025 MENTOR National 225 Franklin St., Floor 26 Boston, MA 02110 617.303.4600 | info@mentoring.org

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This cloud-based tool helps to match mentors with mentees, track their goals, and streamline communication.

https://mentorloop.com/

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Unlike other mentoring platforms, Mentorloop will never limit the mentoring potential of an individual by billing by the number of 'loops' within a program.
The number of mentoring relationships an individual can access with Mentorloop will always be, unlimited.
Program coordinators, of course, have the flexibility to put a 'match request' limit in place when managing their programs to encourage intentional matching behaviours - but there will never be a cost associated with this. It's just common sense in play.

This allows participants to access multiple mentoring relationships to satisfy a variety of interests and needs.

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Mentorloop - Mentoring Software to Easily Match Your People

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The mentoring software platform which enables you to easily match your people into effective mentorships at any scale - saving you days of work, thousands in people costs, and guaranteeing better mentoring program results. See what the latest in mentoring software can do for you and your organisation here.

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Book: Getting to Yes by Roger Fisher & William Ury

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Book: Getting to Yes by Roger Fisher & William Ury

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This book teaches people how to negotiate win-win outcomes in both personal and professional settings without resorting to pressure or manipulation.

https://www.google.com/books/edition/Getting_to_Yes/4bEty3TO-R8C?hl=en&gbpv=1&dq=Getting+to+Yes+by+Roger+Fisher+%26+William+Ury&printsec=frontcover

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The key text on problem-solving negotiation-updated and revised has helped millions of people learn a better way to negotiate. One of the primary business texts of the modern era, it is based on the work of the Harvard Negotiation Project, a group that deals with all levels of negotiation and conflict resolution.

Since its original publication nearly thirty years ago, Getting to Yes

Getting to Yes offers a proven, step-by-step strategy for coming to mutually acceptable agreements in every sort of conflict. Thoroughly updated and revised, it offers readers a straight- forward, universally applicable method for negotiating personal and professional disputes without getting angry-or getting taken.

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Getting to Yes: Negotiating Agreement Without Giving In

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Amazon.com: Getting to Yes: Negotiating Agreement Without Giving In: 8601420133235: Fisher, Roger, Ury, William L., Patton, Bruce: Books

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Video: Class Takeaways — The Art of Negotiation

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Video: Class Takeaways — The Art of Negotiation

# data[].attributes.body
This video summarizes key negotiation principles from Stanford experts.

https://www.youtube.com/watch?v=0FYM_RES6CQ&t=12s

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Class Takeaways — The Art of Negotiation

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Course: Yale’s "Introduction to Negotiation" on Coursera

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Course: Yale’s "Introduction to Negotiation" on Coursera

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This course, offered by Yale, provides practical negotiation strategies using a problem-solving approach.

https://www.coursera.org/learn/negotiation

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Introduction to Negotiation: A Strategic Playbook for Becoming a Principled and Persuasive Negotiator

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Offered by Yale University. This course will help you be a better negotiator. Unlike many negotiation courses, we develop a framework for ... Enroll for free.

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Article: Learn From Botched Negotiations

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Article: Learn From Botched Negotiations

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This article emphasizes how we should learn from negotiation failures in order to be more successful in the future.

https://www.investors.com/news/management/leaders-and-success/negotiations-learn-from-botched/?utm_source=chatgpt.com

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Even the best at negotiations hit speed bumps. They may talk themselves out of a deal or fail to reach agreement.

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This website provides free tools such as negotiation planning checklists, team negotiation guides, and BATNA calculators.

https://www.negotiations.com/

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Michael Hindman
N. America Head of Procurement

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Negotiation Skills Workshops | Negotiation Experts

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Online & Classroom Innovators of Customized Negotiation Training Solutions delivered by global Negotiation Experts. Contact Us! Delivered in over 35 Countries.

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Goal: Inspire action, initiative, and long-term commitment.

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Goal: Inspire action, initiative, and long-term commitment.

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This book emphasizes that self-discipline, clear goal-setting, and a positive mindset are the keys to staying motivated and achieving personal and professional success.

https://www.google.com/books/edition/Motivation/uYrYvPq8X7IC?hl=en&gbpv=1&dq=motivation&printsec=frontcover

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As a manager, your overall goal for each day with your team is to maximize the productivity and quality that they are capable of producing. And despite a thorough hiring process, training that is second to none, and competitive compensation, you probably still find yourself at times with an underperforming lackluster group of paycheck collectors, with absenteeism and turnover levels too high to maintain any kind of consistent progress. But perhaps the problem is not in your team or their capabilities . . . but in you. How are you intentionally motivating them to greatness?As a manager, one of your most important responsibilities is to motivate your employees to do their absolute best. Managers who create positive, rewarding, high-energy environments will find their employees longing to excel at work and to contribute to the overall mission. In Motivation, success expert Brian Tracy draws on his decades of experience bringing out the best in others to provide 21 of the fastest, most powerful methods ever discovered for increasing the effectiveness of any individual or group. Inside this efficient, easy-to-read guide, managers will learn how to: * Ensure employees look forward to coming to work and feel passionate about what they do * Challenge them with tasks that allow them to stretch * Satisfy their need to feel both autonomous and part of a greater whole * Reduce their fear of failure while increasing their desire to take risks * Remove obstacles that suppress promising employees * Provide the regular feedback they need to succeed * And much more! More than likely, you already have the team you need to take your company to the next level of success. They are just waiting for someone to come along and inspire them to greatness. Packed with proven tools and strategies, this essential guide helps any manager deliver a shot of adrenaline straight to the heart of his or her work team.

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As a manager, your overall goal for each day with your team is to maximize the productivity and quality that they are capable of producing. And despite a thorough hiring process, training that is second to none, and competitive compensation, you probably still find yourself at times with an underperforming lackluster group of paycheck collectors, with absenteeism and turnover levels too high to maintain any kind of consistent progress.

# data[].attributes.headline
Video: Daniel Pink’s TED Talk: "The Puzzle of Motivation"

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Video: Daniel Pink’s TED Talk: "The Puzzle of Motivation"

# data[].attributes.body
This video explains that intrinsic motivators like autonomy, mastery, and purpose are better at motivating performance and satisfaction than traditional external rewards such as money.

https://www.youtube.com/watch?v=rrkrvAUbU9Y

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The puzzle of motivation | Dan Pink | TED

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Article: "Motivating People: Getting Beyond Money" – McKinsey Quarterly

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Article: "Motivating People: Getting Beyond Money" – McKinsey Quarterly

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This article discusses why monetary motivators do not keep long-term employee motivation as well as intrinsic motivators.

https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/motivating-people-getting-beyond-money

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The economic slump offers business leaders a chance to more effectively reward talented employees by emphasizing nonfinancial motivators rather than bonuses.

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Tool: Motivation Hygiene Theory (Herzberg’s Two-Factor Model)

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Tool: Motivation Hygiene Theory (Herzberg’s Two-Factor Model)

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This article discusses the theory that there are 2 factors that influence motivation within the work place.

https://www.simplypsychology.org/herzbergs-two-factor-theory.html

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The two-factor theory (also known as Herzberg's motivation-hygiene theory) argues that job satisfaction and dissatisfaction exist on two different continua, each with its own set of factors.

This contradicts the traditional view of job satisfaction, which posits that job satisfaction and dissatisfaction are interdependent.

Herzberg and his collaborators investigated fourteen factors relating to job satisfaction in their original study, classifying them as either hygienic or motivational factors. Motivation factors increase job satisfaction, while hygiene factors prevent job dissatisfaction.

Although largely replaced by newer theories of motivation in academia, the two-factor motivation theory continues to influence popular management theory and the methodology of studies in some areas of the world.

What Is Two-Factor Theory?

The two-factor motivation theory, otherwise known as Herzberg's motivation-hygiene theory or dual-factor theory, argues that there are separate sets of mutually exclusive factors in the workplace that either cause job satisfaction or dissatisfaction (Herzberg, 1966; 1982; 1991; Herzberg, Mausner, & Snyderman, 1959).

Generally, these factors encouraging job satisfaction relate to self-growth and self-actualization.

The two-factor motivation theory has become one of the most commonly used theoretical frameworks in job satisfaction research (Dion, 2006).

To Herzberg, motivators ensured job satisfaction, while a lack of hygiene factors spawned job dissatisfaction.

The major mid-twentieth century researchers in motivation - Maslow (1954), Herzberg, Vroom (1964), Alderfer (1972), McCalland (1961), and Locke et al. (1981) - devised research which Basset-Jones and Lloyd argue can be divided into content and process theories of motivation.

Content theories, such as Herzberg et al.'s (1959), assume a complex interaction between internal and external factors and explore how people respond to different internal and external stimuli.

Meanwhile, process theories, such as that of Vroom (1964), consider how factors internal to the person lead to different behaviors.

Frederick Herzberg's Approach

Frederick Herzberg and his two collaborators, Mausner and Snyderman, developed the motivation-hygiene theory in their book, Motivation to Work.

Influenced by Maslow's hierarchy of needs (Jones, 2011), Herzberg concluded that satisfaction and dissatisfaction could not be measured reliably on the same continuum and conducted a series of studies where he attempted to determine what factors in work environments cause satisfaction or dissatisfaction.

Herzberg and his colleagues explored the impact of fourteen factors on job satisfaction and dissatisfaction in terms of their frequency and duration of impact (Bassett-Jones and Lloyd, 2005).

In the first of these studies, Heizberg asked 13 laborers, clerical workers, foremen, plant engineers, and accountants to describe, in detail, situations where they felt exceptionally good or bad about their jobs (Robbins and Judge, 2013).

Generally, respondents, when describing situations where they felt good about their jobs, cited factors intrinsic to their work, while those describing situations where they felt bad about their jobs cited extrinsic factors.

Herzberg (1959) considers two factors that can add to or detract from job satisfaction: hygiene and motivation.

While hygiene factors are related to "the need to avoid unpleasantness," motivation factors more directly lead to job satisfaction because of "the need of the individual for self-growth and self-actualization."

The traditional view of job satisfaction entails that job satisfaction and job dissatisfaction exist on the same continuum; employees who lack reasons to be satisfied with their jobs must be dissatisfied (Robbins and Judge, 2013).

However, hygiene and motivational factors are distinct. To Herzberg, the opposite of job satisfaction was not job dissatisfaction, but no job satisfaction. Conversely, the opposite of job dissatisfaction is no job dissatisfaction (Kacel et al., 2005).

These two separate continua of job satisfaction and job satisfaction support the possibility that someone can be content with certain aspects of their jobs but discontent with others.

Perhaps more pessimistically, this also implies that simply eliminating "dissatisfiers" would not necessarily lead to job satisfaction as much as placation (motivational concepts).

These so-called "satisfiers" (motivational factors) and "dissatisfiers" (a lack of hygiene factors) are dynamic, constantly interacting, highly subject to change, and relative to the employee (Misener and Cox, 2001).

Certain satisfiers or dissatisfiers may be more important than others depending on personal and professional contexts.

According to Herzberg, whether or not dissatisfiers outweigh satisfiers predict whether employees find their job interesting and enjoyable and their likelihood of remaining at their current jobs (Kacel et al., 2005).

Motivation Factors

Herzberg et al. (1959) argue that motivation factors are necessary to improve job satisfaction.

According to Herzberg, these motivators are intrinsic to the job and lead to job satisfaction because they satisfy the needs for growth and self-actualization (Herzberg, 1966).

In his original paper, Herzberg examines 14 motivational and hygiene factors, of which there are notable examples:

Herzberg's Hygiene Factors

Hygiene factors are those which decrease job dissatisfaction. Herzberg, Mausner, and Snyderman used the term hygiene about "medical hygiene...[which] operates to remove health hazards from the environment" (1959; Alshmemri et al., 2017).

Herzberg also states that hygiene factors are extrinsic to the job and function in "the need to avoid unpleasantness" (Herzberg, 1966).

Hygiene factors, rather than relating to the content of the job in itself, tend to relate to contextual factors such as interpersonal relations, salary, company policies, and administration, relationship with supervisors, and working conditions:

1. Salary: Salary includes wage or salary increases and negative unfulfilled expectations of wage or salary increases (Alshmemri et al., 2017).

2. Supervision: Supervision involves an employee's judgments of the competence or incompetence and fairness or unfairness of the supervisor or supervision.

For example, this could include a supervisor's willingness to delegate responsibility or teach, and their knowledge of the job.

Poor leadership and management can decrease job dissatisfaction (Alshmemri et al., 2017).

Examples

Critical Evaluation

The two-factor theory has not been well supported by research. Generally, criticisms of the theory focus on Herzberg's methodology and assumptions.

Critics have also noted that if hygiene and motivational factors are equally important to a person, both should be capable of motivating employees (Robbins and Judge, 2013).

Herzberg conducted his formative motivation theory research at a time when organizations tended to be rigid and bureaucratic. As organizations shifted away from focusing on mass production and toward innovation, new theories of motivation, such as those based on behaviorism, evolved (Bassett-Jones and Lloyd, 2005).

A large number of replication studies emerged following Herzberg's results. Those using Herzberg's methodology - the critical incident framework - were consistent with his original results, while research that used methods such as surveys supported the traditional idea that job satisfaction and dissatisfaction exist on the same continuum (Bassett-Jones and Lloyd, 2005).

Soon after Motivation at Work's publication, Vroom (1964) offered a notable critique of this phenomenon: people would naturally be inclined toward protecting their egos when asked to recall good and bad work moments, thus attributing good moments to their personal achievement and capability and bad moments to work (Basset-Jones and Lloyd, 2005).

Thus, in Herzberg's original qualitative study involving about 200 participants, participants may have been biased when thinking about times in the past when they felt good or bad about their jobs.

Nonetheless, critics struggled to grapple with how Herzberg's methodology produced results with such consistency.

Nonetheless, critics continued attributing Herzberg's results to factors such as social desirability bias (Wall, 1973) and personality (Evans and McKee, 1970).

References

Alderfer, C. P. (1972). Existence, relatedness, and growth: Human needs in organizational settings.

Alshmemri, M., Shahwan-Akl, L., & Maude, P. (2017). Herzberg's two-factor theory. Life Science Journal, 14(5), 12-16.

Bassett‐Jones, N., & Lloyd, G. C. (2005). Does Herzberg's motivation theory have staying power? Journal of management development.

Desurvire, H., & Wiberg, C. (2009). Game usability heuristics (PLAY) for evaluating and designing better games: The next iteration. Paper presented at the International conference on online communities and social computing.

Dion, M. J. (2006). The impact of workplace incivility and occupational stress on the job satisfaction and turnover intention of acute care nurses: University of Connecticut.

Evans, M., & McKee, D. (1970). Some effects of internal versus external orientations upon the relationship between various aspects of job satisfaction. J Appl Psychol, 2(1), 17-24.

Herzberg, F. I. (1966). Work and the Nature of Man.

Herzberg, F. I. (1970). Avoiding pain in the organization. Industry Week. Dec, 7.

Herzberg, F. I . (1971a). More on avoiding pain in the organization. Industry Week. Jan. 18.

Herzberg, F. I. (1974). The wise old Turk. Harvard Business Review, 54(5), 70-80.

Herzberg, F. I. (1982). The managerial choice: To be efficient and to be human (2nd ed., Rev.). Salt Lake City, UT: Olympus.

Herzberg, F. I. (1991). Happiness and unhappiness: A brief autobiography of Frederick I. Herzberg. Unpublished manuscript, University of Utah, Salt Lake City.

Herzberg. F. I., & Hamlin, R. M. (1961). A motivation-hygiene concept of mental health. Mental Hygiene, 45, 394-401.

Herzberg, F. I., Mausner, R., Peterson, R., & Capwell, D. (1957). Job attitudes: Review of research and opinion. Pittsburgh, PA: Psychological Services of Pittsburgh.

Herzberg, F. I., Mausner, B., & Snyderman, B. (1959). The motivation to work (2nd ed.). New York:
John Wiley.

Jones, T. L. (2011). Effects of motivating and hygiene factors on job satisfaction among school nurses. Walden University.

Kacel, B., Miller, M., & Norris, D. (2005). Measurement of nurse practitioner job satisfaction in a Midwestern state. Journal of the American Academy of Nurse Practitioners, 17(1), 27-32.

Koelbel, P. W., Fuller, S. G., & Misener, T. R. (1991). Job satisfaction of nurse practitioners: an analysis using Herzberg's theory. The Nurse Practitioner, 16(4), 43, 46-52, 55.

Locke, E. A., Shaw, K. N., Saari, L. M., & Latham, G. P. (1981). Goal setting and task performance: 1969-1980. Psychological Bulletin, 90(1), 125.

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Herzberg's Two-Factor Theory proposes that two sets of factors influence job satisfaction: hygiene factors and motivators. Hygiene factors, like salary and working conditions, don't motivate but can cause dissatisfaction if inadequate. Motivators, like achievement, recognition, and growth, can create satisfaction and enhance motivation when present.

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This tool helps to self-assess what factors drive your motivation.

https://www.mindtools.com/acty452/the-leadership-motivation-assessment#google_vignette

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Goal: Distribute tasks effectively and develop others through trust and empowerment.

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Goal: Distribute tasks effectively and develop others through trust and empowerment.

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Book: If You Want It Done Right, You Don’t Have to Do It Yourself! by Donna M. Genett

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Book: If You Want It Done Right, You Don’t Have to Do It Yourself! by Donna M. Genett

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This book provides a six-step framework for how to effectively delegate tasks.

https://www.amazon.com/Want-Done-Right-Dont-Yourself/dp/1884956327/ref=sr_1_1?dib=eyJ2IjoiMSJ9.HrQu08dpFoFRZ6XVsDaMVUrRgsvqrcsw9tELtyeo9HnGjHj071QN20LucGBJIEps.DyM7tUTk2DeccbRbrSPeHcYqBCQkCzZiFEKHQcMH5u8&dib_tag=se&keywords=if+You+Want+It+Done+Right%2C+You+Don%E2%80%99t+Have+to+Do+It+Yourself%21+by+Donna+M.+Genett&qid=1754357885&sr=8-1

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If You Want It Done Right, You Don’t Have to Do It Yourself!: The Power of Effective Delegation

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Amazon.com: If You Want It Done Right, You Don’t Have to Do It Yourself!: The Power of Effective Delegation: 9781884956324: Genett, Donna M: Books

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Article: "How To Delegate Effectively: 8 Ways To Make The Most Of Your Team’s Time And Talent " - Forbes

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Article: "How To Delegate Effectively: 8 Ways To Make The Most Of Your Team’s Time And Talent " - Forbes

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This article discusses 8 strategies to ensure that you delegate tasks effectively.

https://www.forbes.com/sites/allbusiness/2023/05/25/how-to-delegate-effectively-8-ways-to-make-the-most-of-your-teams-time-and-talent/

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How To Delegate Effectively: 8 Strategies

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Eight young entrepreneurs share delegation strategies that make the smartest use of the time and talent on their team.

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This tool helps to create a visual task manager. This site allows leaders and teams to clearly organize, assign, and track tasks.

https://trello.com/

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Capture, organize, and tackle your to-dos from anywhere | Trello

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Make the impossible, possible with Trello. The ultimate tool to boost your productivity. Escape the clutter and chaos—stay efficient with Inbox, Boards, and Planner from anywhere, even on mobile.

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Video: How to Delegate Effectively as a Leader (Delegate the RIGHT WAY!)

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Video: How to Delegate Effectively as a Leader (Delegate the RIGHT WAY!)

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This video provides straightforward advice on how leaders can delegate tasks effectively using real-world examples.

https://www.youtube.com/watch?v=SI6cOkDOoyE

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How to Delegate Effectively as a Leader (Delegate the RIGHT WAY!)

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Checklist: Delegation Worksheet – University of California

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Checklist: Delegation Worksheet – University of California

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This worksheet is a tool that can be used when you are ready to start delegating tasks.

https://www.managementcenter.org/resources/delegation-worksheet/

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Delegation Worksheet - The Management Center

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Project leaders and managers: use this worksheet when delegating a new project or responsibility to get aligned on expectations, resources, constraints, and how you’ll check in about progress.