And opportunities to interact directly with customers may provide the interpersonal stimulus he’s craving.ģ. Example:Ī customer-account processor’s proclivity toward gossip and office politics might be directed more constructively toward team building. Flexibility can yield surprisingly rich alternatives. Replace predetermined “solutions”-required new behaviors with the threat of dismissal if he doesn’t comply-with a menu of possibilities. The situation: What may be eliciting the worst from both of you? For example, a tough restructuring may increase the employee’s stress and lessen your tolerance for his behavior.Ģ. Something basic-for instance, how you talk-may be wrong for him, though fine for others. Yourself: How might you be bringing out the person’s worst? Ask him and his colleagues to describe how you come across. Jerry’s insight? Bernard yearns to preserve his dignity.
Jerry, a new pharmaceuticals company manager, learns that Bernard-a talented but reticent and angry scientist reporting to him-was passed over for a promotion. The employee: Through informal conversations, discern what drives him, what’s blocking those drives, and what could happen if blockages were removed. Create a rich picture of the problem employee. Use these steps to unleash problem employees’ internal drive-or arrive at the shared conclusion that it’s impossible.ġ.
In trying to motivate problem employees, most managers mistakenly try to “sell” their viewpoint to employees-or simply dismiss them as “bad characters.” These mistakes stem from common but false assumptions: that everyone else thinks like we do, that we can change others, and that employees are problems to be solved. Here’s how to remove these blockages and channel inherent motivation toward your company’s goals. The work-place-seemingly uncaring bosses, especially-can block that inherent motivation. In fact, most problem employees are driven and commited-but only outside the office.
What about those other, difficult folks who consume too much of your time? How do you energize them? Contrary to conventional wisdom, you can’t-only they can.Įveryone has motivational energy. The problem is, this leadership approach works only with already motivated people. It’s a glorious image: all your employees marching off in the right direction, inspired by your vision, passion, and logic.
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