Organization Behaviour

FROM THE HARVARD BUSINESS REVIEW

OnPoint

HBR

D

• Exploring Further. . .

PRODUCT NUMBER 2780

O

It’s easy to energize employees who want to be motivated. The tough cases are another story.

A R T I C L E

How to Motivate Your Problem People

by Nigel Nicholson

New sections to guide you through the article: • The Idea in Brief • The Idea at Work

N

O

T CO PY

T H E

I D E A

I N

B R I E F

How to Motivate Your Problem People

t ’ s a gl or i ou s image: all your employees marching off in the right direction, inspired by your vision, passion, and logic. The problem is, this leadership approach works only with already motivated people. 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.

I

Everyone has motivational energy. In fact, most problem employees are driven and commited—but only outside the office. The workplace—seemingly uncaring bosses, especially— can block that inherent motivation. Here’s how to remove these blockages and channel inherent motivation toward your company’s goals.

D

T H E I D E A

O

AT

W O R K

n t ry i n g 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.

A Better Way Use these steps to unleash problem employees’ internal drive—or arrive at the shared conclusion that it’s impossible. 1. Create a rich picture of the problem employee. Don’t simply label him difficult. Explore three factors instead:

I

2. Reframe your goals. Replace predetermined “solutions”—required new behaviors with the threat of dismissal if he doesn’t comply—with a menu of possibilities. Flexibility can yield surprisingly rich alternatives.

EXAMPLE:...