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The Secret to Motivating a Slacker on Your Team

This week’s guest post is from Mike Figliuolo, the co-author of Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results and the author of One Piece of Paper: The Simple Approach to Powerful, Personal Leadership. He’s the managing director of thoughtLEADERS, LLC – a leadership development training firm. An honor graduate from West Point, Mike served in the U.S. Army as a combat arms officer. Before founding his own company, he was an assistant professor at Duke University, a consultant at McKinsey & Co., and an executive at Capital One and Scotts Miracle-Gro. Mike regularly writes about leadership on the thoughtLEADERS Blog. His latest book, Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results, has just come out and you can get your copy by clicking here. On a more personal note, Mike has been a good friend for many years and has generously shared his blogging expertise with me. Brian Ahearn, CMCT® Chief Influence Officer influencePEOPLE Helping You Learn to Hear “Yes”.The Secret to Motivating a Slacker on Your TeamDave has a great résumé with the right education and expertise from brand name schools and employers. When he accepted your job offer, you felt like you made one of the best hires of your career.Since Dave got the job, however, his talents haven’t translated into the results you expected. He’s a smart guy with great communications skills – at least his verbal communication skills. He’s outspoken in team meetings and has many ideas, most of which seem to have potential. Interestingly enough, however, those ideas relate to other peoples’ responsibilities. Dave’s willingness to comment on how others are doing or not doing their jobs is drawing complaints from your team. He has much less to say about his own area.You hate the thought of losing someone as talented as Dave, but his lack of results is alarming. His teammates have picked up his slack. You’ve dedicated more of your leadership capital than you’d like harping on him to get his work done. There’s no doubt that Dave is a “Slacker.”Approaches for Leading a SlackerLeading Slackers requires you to “Unlock Motivation” within them. Slackers have the capability to do their jobs well. If they applied themselves, Slackers could be Exemplars on your team. Turning a Slacker around reduces the team conflict they create when they talk about everyone else’s work instead of doing their own. To be sure you’ve got a Slacker on your hands, assess their performance and see if they’re delivering the results you expect.To turn Slackers around, first let them know their behavior isn’t acceptable. If they’ve avoided deadlines in the past, give them a real deadline to hit or face the consequences. Connect with your HR representative to start the performance improvement plan process. Document the expectations for the Slackers’ role, their performance against those objectives, and the specific goals they need to accomplish.Set deadlines for completing their performance improvement plan and keeping their job. Make it clear that delivery of results is a condition of their employment. You’re not looking to threaten them – you’re merely explaining the cold, hard facts of their situation. Coach them that being smart isn’t enough. Reassure them you believe they have the ability to do the job – if they set their mind to it. Provide them a picture of what success could look like for them.The painful first conversation with Slackers might be enough to turn them around. Other times they say they’ll improve but they never do. That behavior requires you to escalate the situation and put them on a formal performance improvement plan.After putting your Slackers on a formal performance improvement plan, have a frank discussion with them about how they want to rectify the situation. Don’t limit the discussion to their role on your team – discuss their career aspirations too. Let them know if they plan to keep slacking by relying on their smarts and reputation to get them through, they’re going to have a performance crisis that will be hard to recover from. If they don’t change their behavior, it will kill their career at some point.If the combination of being put on a performance improvement plan and getting your frank assessment can’t motivate them to behave differently, ask them what it will take to get them to change. If they’re not interested in helping themselves, you can’t do it for them. These are potentially high risk, high return leadership investments.Slackers have a decision to make that will determine your approach to leading them. If putting them on a performance improvement plan gets through to them, find the root cause of their problem. All that’s holding them back is their motivation. They could be bored with their work. Maybe they lack the skills required to plan their work and manage their time. Perhaps someone else on the team is stealing credit for their work. Your discussion about root causes could provide you insights on how committed they are to change. If they’re not going to work hard in their current role, help them find their next one. Work with them, in consultation with your HR team, to see what kind of referral you can give them. For external referrals, you can point to the Slackers’ strengths. Leave it up to them to explain why they’re leaving their role.Mike

Psychology of the Awkward Text Message

Cellular Phone - Bigger Screens Are More Satisfying - Humintell A recent Washington Post article written by Caitlin Dewey states that the average person sends and receives 42 texts each day and that many of these texts seem far too intimate to discuss by short messages sent through your phone.

The popularity of text messaging was not something that the inventors of it anticipated. It was a pain to tap out each message, and even more inconvenient to wait for a response. Not to mention how impersonal it was. However, as cellphone use expanded in the mid 1990s and more phones gained the ability to text, texting’s popularity grew.

“The seeming limitations of the SMS system became one of its strengths,” communications scholar Colette Snowden wrote. “The capacity for asynchronous silent communication was especially attractive to users because it extended the places in which their cell phones could be used.”

Dewey states that “Psychologically speaking, there were some obvious, emerging selling points to text messages, too: like the fact that you could take your time to craft a perfect response, or that you’d be forced to simplify ideas and arguments that might become much more complicated in spoken conversation.

Most important, however, writes social psychologist and professor Theressa DiDonato, texting eliminates the nonverbal signals that account for the majority of human communication. Posture, expression, eye contact, gestures, tears — all replaced by the blissful convenience of 160 characters”.

An interesting but probably not surprising statistic: 60% of daters would now dump their partner via text. In fact, a 2011 study found that, after expressing affection, “discussing serious issues” and “apologizing” were the most common reasons people text, chat or e-mail a partner. It’s just easier, cleaner — certainly simpler! — to text “I’ve secretly loved you since third grade” or “you’re fired.”

Dewey asks “Is it bad that these intimate conversations have migrated to text? Well, the evidence on texting and relationships is mixed. Studies have found that couples who text frequently talk less … and, alternatively, that friends and partners who send affectionate messages are closer than their non-texting equivalents. Still, there’s something to be said for mess. For awkwardness. For cringing, even”.