An employee or supplier just failed to complete an important task. This was a first infraction and you”™re going to do the difficult but right thing by talking with them about it. It is important to first create a climate of safety by first saying that, “You are not unhappy with overall job performance.”
After you describe the problem, their response will determine what you do next. It may be a matter of training, motivation, or both. At this point, Hudson Valley organizations must determine what the problem is and, just as importantly, the best way to deal with it.
If the response is, “I don”™t know how to do what you asked for,” it”™s a training issue. However, a motivation problem exists if you hear”¦
Ӣ WhatӪs the big deal?
Ӣ ItӪs a stupid task anyway.
Ӣ I donӪt have to do it, do I?
For the “I don”™t know how” situation, more information is needed. Is it because they are lacking the necessary skills or knowledge? Are co-workers withholding information or material? Is the work structured poorly? Was the communication unclear? Don”™t assume ”¦ ask!
Once the problems are isolated, ask for suggestions and be prepared to retrain. Most problems can have multiple solutions, and when people are involved with solving their own challenges, they believe in the solution, are committed to implement it and feel empowered.
For the motivation problem response of “What”™s the big deal,” people often have the wrong concept. In “Crucial Confrontations,” authors Patterson, Grenny, McMillan, and Switzler say that motivation is about expectations and when deciding what to do, people look to the future and ask, “What will this particular behavior yield?”
Motivational speaker and trainer Zig Ziglar says, “The best way to get more of what you want is by helping other people get what they want.”
Ӣ Ask yourself, what are that personӪs core values and what do they care about the most?
Ӣ This generates leverage, enabling you to help them see how their values will be better realized through the suggestions you are making.
Values may be misaligned. Although a green-movement advocate working at a coal-fired power plant may need a job, their core values may prevent them from being happy and undermine everyone around them. The humane thing to do is point out the mismatch and terminate the relationship.
We all have shortcomings. Most people will complain about the manager, equipment, supplier or processes rather than admit that they have a literacy problem or need training. Make it safe to talk about personal challenges.
Creative motivational solutions often mandate we connect short-term benefits with long-term pain. Be able to show how the lack of motivation is affecting other employees, suppliers and, most importantly, the customer. The best way to secure long-term success is to always focus on long-term benefits. If the organization is not successful over the long term, no one is.
Whether it is a training or a motivational issue, always connect solving the challenge to existing carrots and sticks. When you talk about rewards, remember what your employees or suppliers value and make the rewards relevant. By remembering what is important in their value system, you help them see how living up to an expectation helps them get what they want.
Questions for discussion:
”¢ Who are the employees and suppliers that we have a challenge with? Are we willing to address those challenges so that everyone benefits?
”¢ How can we discover what the core values of potential employees or suppliers are before we engage them? How would that benefit our organization?
Joe Murtagh is The DreamSpeaker, an international keynote speaker, meeting facilitator and business trainer. For questions or comments, Joe@TheDreamSpeaker.com, www.TheDreamSpeaker.com or call (800) 239-0058.
