Motivating a problem employee takes time and energy. Handle it correctly, and you make it all worthwhile.
Hank has been one of your direct reports in the production department for two years. Though his work is generally solid, he often seems to lack a real drive to excel. He also tends to bring a pessimistic attitude to new projects. You worry that this attitude could negatively affect other employees. You want to motivate Hank.
Which of the following steps would you not take?
Hank has been one of your direct reports in the production department for two years. Though his work is generally solid, he often seems to lack a real drive to excel. He also tends to bring a pessimistic attitude to new projects. You worry that this attitude could negatively affect other employees. You want to motivate Hank.
Which of the following steps would you not take?
You review Hank's résumé. Nothing in it indicates to you that he would be dissatisfied in his current job.
Next, you try talking to his fellow team members. Some of them have worked with Hank for more than two years—including the time before you became head of the department.
Several of these employees say that Hank used to be a very positive, energetic, and exceptional performer. Then, at some point, he just seemed to lose interest in projects.
Given this information, which of the following reasons can you rule out as an explanation for Hank's loss of motivation?
You meet with Hank to discuss his apparent lack of enthusiasm. After some prying, it becomes clear to you that Hank has some difficulties with your managerial style.
You have had great success with encouraging your direct reports to solve problems and develop plans to meet department goals on their own. Hank prefers the style of your predecessor, who gave staff members far more incentives and recognition for working collectively on problems and projects.
What should you do next to continue addressing Hank's motivation problem?
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