Published by:
Harvard Business Publishing
Length: 11 pages
Abstract
This is an enhanced edition of HBR article R0301D, originally published in January 2003. HBR OnPoint articles include the full-text HBR article, plus a synopsis and annotated bibliography. Managers who motivate with incentives and the power of their vision and passion succeed only in energizing employees who want to be motivated. So how do you motivate intractable employees--the ones who never do what you want and also take up all your time? According to Nigel Nicholson, you can''t: Individuals must motivate themselves. Instead of pushing solutions on problem employees, the manager should pull solutions out of them by creating circumstances in which the employees can channel their motivation toward achievable goals. That means addressing any obstacles--possibly even the manager''s own demotivating style--that might be hindering the employees. Using detailed examples, Nicholson walks the reader through his method, pointing out potential pitfalls along the way. First, the manager creates a rich picture of the problem person. Second, the manager exercises flexibility and reframes goals so that the employee can meet them. Third, in a carefully staged, face-to-face conversation, the manager meets with the problem employee on neutral ground.
About
Abstract
This is an enhanced edition of HBR article R0301D, originally published in January 2003. HBR OnPoint articles include the full-text HBR article, plus a synopsis and annotated bibliography. Managers who motivate with incentives and the power of their vision and passion succeed only in energizing employees who want to be motivated. So how do you motivate intractable employees--the ones who never do what you want and also take up all your time? According to Nigel Nicholson, you can''t: Individuals must motivate themselves. Instead of pushing solutions on problem employees, the manager should pull solutions out of them by creating circumstances in which the employees can channel their motivation toward achievable goals. That means addressing any obstacles--possibly even the manager''s own demotivating style--that might be hindering the employees. Using detailed examples, Nicholson walks the reader through his method, pointing out potential pitfalls along the way. First, the manager creates a rich picture of the problem person. Second, the manager exercises flexibility and reframes goals so that the employee can meet them. Third, in a carefully staged, face-to-face conversation, the manager meets with the problem employee on neutral ground.