5 ways to motivate laggards

Most ‘slackers’ in an organisation are not incompetent. Usually, a role mismatch or lack of motivation makes a professional lose interest and switch off. However, motivation, guidance and a roadmap can turn laggards into star performers. Rica Bhattacharyya finds out how.

Identify the Reason

A manager must start with an open mind in his or her efforts to motivate a laggard and identify the reasons behind underperformance. “Each individual inherently wants to contribute his best,” points out SY Siddiqui, COO (administration), Maruti Suzuki India. If a person is consistently performing below standards, it could be that the work content is not to his or her liking, or there is a lack of guidance. “Begin by removing all judgement about the person,” he says.

Collect the Facts
It is important for a manager to gather specific facts on a so-called laggard’s performance. “Collect examples of non-performance, list gaps between expectations and delivery,” says Siddiqui. “In the absence of preparation, you are likely to make sweeping statements about the person. That will leave the person unclear, further demotivated and generally worse off than before,” he adds.

Show a Roadmap

A mismatch in expectation between the job description and what one experiences in the actual work role typically results in ‘switching off’. “You can fill this gap through clear conversation, setting clear expectations, showing a proper roadmap, and hand holding the person,” says Shaily Gupta, group head, human resources, Edelweiss Financial Services. Listen deeply, patiently and with compassion. Some people can express their views and feelings right away, while others take time to open up.

Make an Action Plan

If an honest conversation has taken place and the employee is in a positive frame of mind, invite him or her to create specific goals and action points with timelines. “Help him identify who will monitor that plan, and how. This will achieve a constructive closure,” says Siddiqui.

Let Go

If even after the best efforts of the manager or organisation the employee does not seem to fit with the fundamental value system, then be ready to let go. “Sometimes, even after your best efforts his or her skills might no longer seem to match the requirements of the team. It may also be possible that negativity has seeped in, and could adversely impact good performers. In such extreme situations, it may be advisable to part ways,” says Siddiqui.