ARTICLE REVIEW: HOW TO MOTIVATE YOUR PROBLEM PEOPLE

How to Motivate Your Problem People

An Article Review.

 

            Running a company is hard. But running the people that help make the company run is even harder. According to , its easy to motivate people to do things your way when they really like what they are doing, but there are those exceptional few who eat up most of you time but don’t seem to move an inch in productivity rate.  probes into the issue of those people who, more or less, lacks the proper motivational urges to make any movements in their chosen fields.

            According to , there are three stages in attacking the said problem:

           

• Create a rich picture – try to delve into the inner world of your employee. Try to see what makes him do things, and not just do things, but do things with vigor, outside work. Once that has been done, figure out a way into which this employee could harbor the same vigor into doing his assign work.

Of course, another aspect should be considered into having this undertaking. Try to asses your image to your employees. Do you do your part in motivating them? Do you create an environment that helps them be motivated at work?

 

 

• Reframe your goals Try to be open-minded on the issue. Perhaps other people have better ideas to add motivation to others. Be careful in listening to the problem employee when you choose to discuss the issue. He may have ideas that can bring motivation into his work. And of course, never forget the central issue and the possible solutions that you have. Always focus on the major issue.


• Stage the encounter –The stage wherein you have formal colloquy with the employee. Make sure that when this stage is reached, you talk about how you can create this “rich picture” and the considerations that has been done in order to reconstruct these goals.  This is the perfect opportunity in which you could talk about the contributions of the employee to the company and the need to remedy the situation the problem employee has posed.  reminds us that the conversation should be a “two-way street” in which both of you have active involvement.

 

 is not arguing that every situation similar to this can be solved. Each case is unique. It’s up to the manager on how he handles the operation. , does however provide counsel on how to wholly understand the situation and to gather enough perspective before making the right decision.

 

 

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