1. Managerial thinking
•
If these employees can listen to me they will
see logic of may position-- a kind of “tell and
sell”.
• The employees also think the same way as
the managers do.
• Each of us has a unique profile of
motivational drivers, values, and biases, and
we have different ideas about what is
reasonable.
Frequent mismatch of perception.
• Employee either evades attempts to
motivation or if tagged –quickly wriggles free.
• “Sure boss” meetings but no change
•
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2. The truth
Managers dealing with problem employees set
them selves an impossible goal.
A fundamental rule of management is
that you cant change people’s character;
or control their actions most of the time
Change comes from within or not at all
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3. New approach
•Shift the responsibility for motivation
from subject to object.
•It would involve a change in
perspective
•Manager needs to look at the
employee not as a problem to be
solved but as a person to be
understood
Guiding principles are
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4. 1. Everyone has motivational energy
• May not be at work but think of hobbies and other
interests.
2. This energy is often blocked in the work place
• Impediments may be –stresses at home
• Accumulated incrementally over the years
• Frustrated dreams or broken promises at work
These lead to positive energy into negative attitudes and
behavior or simply to non work activities.
• Common blockages occur when employees feel that they
are not cared for by their bosses.
3. Removing blockages require employee participation.
• Take a judo like approach –find the person’s locus of
energy and leverage it to achieve your ends.
• Instead of pushing the solution on people with force of
your arguments, pull solutions out of them.
•
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5. Objections
•It is soft and squishy
•Your thinking could be “ I am accountable for
my business, don’t expect me to be sympathetic
with “blocked” employees who refuse to toe the
line
•Method is based on
empathy and it is any
thing but soft
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6. we
Could be truly spongy method is what
are
using now
•Repeatedly trying to Convince but
unsuccessfully to improve their performance.
•In exasperation end up sacking them.isnt that
a sign of failure, not firmness
We require to move beyond the point
of “stuckness” that characterizes so
many relationships with problem people
Approach is designed to create a
resolution –not necessarily a solution.
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7. Step 1: create a rich picture
•A problem employee is taken through the usual appraisal
routines- management meetings – and out –at times after a
period of non-performance.
•Shortly thereafter manager learns from the person’s peer
group something that may have contributed to poor
performance.
•May be the pride of the employee or natural reserve.
•Individual disliked or mistrusted the manager
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8. •Managerial 1st step is
• work to understand where the employee is coming
from
•What drives this person? And what blocks those
drives
•What might happen if the impediments are removed
•What does the world look like from where the
employee is?
•How have his expectations and desires been molded
by key past experiences?
•What passions govern his choices? And what stifles
these passions in the workplace?
Difficult!
Not so much if you really care
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9. A need
To look into your own role in the
problem you are trying to solve
•Direct bosses at times are the most potent source of
employee dissatisfaction
•Many a times chief reason for employee turnover
•Manager- inadvertently could be the cause of
employees lack of motivation for one reason or the
other.
•May be ma
•manager is bringing out the worst rather than the best
in the employee
Analyze the context, is something
about the current situation bringing
out the worst in the employee
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11. Step 3: Stage the encounter
•Affirmative assertion— you affirm the
employee‘s past and future value to the
organization.
•Leverage questioning—intense and extended
enquiry to test your situational hypothesis.
•Moment of truth– parties reach some agreement
on at least part of the problem
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13. The Mulberry bush chase
Have you been going round and round with
someone, having the same fruitless
conversation over and over? That is sure
sign of the new approach discard your
assumption about the person and start
afresh.
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14. The Huckster Hazard
Have been trying to “tell and sell”-that is,
convince the person of the reasonableness of
your position? Don’t be an evangelist. Be a
psychologist. The most successful sales people
discover and fulfill people’s needs rather than
try to change them.
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15. The Ignorance-is-bliss
syndrome
Have you been contentedly clueless, neither
knowing nor caring much about what makes
an employee tick? You have to dig deeper to
find out what drives that person – and what
may be blocking those drivers
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16. The Self-centeredness trap
Do the words that spring to mind when you
think about this person’s behavior reflect a
blinkered point of view? ask yourself what
words this individual would use to describe
those same behaviors. it may give you a
fresh insight into the nature of the problem
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17. The Hanging Judge tendency
Have you been proudly occupying a moral
high ground in your perspective on this
person? It wont help to think of your
employee as in the wrong while you act out
the role of judge or high priest. Decide
now whether you really want to solve the
problem or sit in judgment
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18. The Monochrome Vision
Have you failed to search for any
redeeming feature in this person? think
hard. Because discovering even one
positive characteristic in some one can
color your relationship in entirely new
ways and create a starting point for you
to connect
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19. The Denial danger
Have you been dismissing out of hand
how someone perceives you? Remember
the dictum, “if something is perceived
as real, it is real in its consequences”.
It is the other person’s reality you are
going to have to work with, not just
your own.
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