| I was at a training event recently and during | | | | unable to achieve. |
| the opening 'set the scene' intro the senior | | | | |
| director in the company asked the group to | | | | In both situations the key is to encourage |
| list all the things that were stopping them | | | | the team member to 'buy-in' to the business |
| providing a good service to their customers. | | | | once again. They need to appreciate the |
| | | | consequences of their action, or in-action, |
| The team took great pleasure in listing all | | | | and learn to change. |
| the concerns: Morale, time, work pressures, | | | | |
| customer issues, the products etc etc. | | | | So how do you do it? |
| | | | |
| The director gleefully added each and every | | | | The best approach is to identify the team |
| comment to the flipchart and when no more | | | | member's drivers, that is, what it is that |
| issues were given he looked up and said.."I | | | | makes them want to succeed. For some, it will |
| have only one problem with this list......." | | | | be the desire to get away from how they |
| He let the question hang in the air for a few | | | | currently feel, for others, it will be the |
| seconds and when the team's started to look | | | | hope of reaching a better future state. Once |
| around non-plussed, he said, "You're not on | | | | you know what approach your particular team |
| it!" | | | | member prefers, you can encourage them to |
| | | | work towards, or away from it. |
| It may not have been what they wanted to | | | | |
| hear, but Wow, did it have an effect. | | | | Of course it's not always easy to identify a |
| | | | person's drivers without asking them. So |
| Identifying a team members complacency is | | | | that's exactly what I suggest you do! You |
| often the key to re-generating a workforce, | | | | don't have to be so upfront with the |
| it's a common problem and one that can have | | | | question, using coaching as a method of |
| disastrous effects. In my experience, there | | | | understanding is a great way to achieve this. |
| tends to be two main reasons behind it. | | | | |
| | | | I have absolutely no doubt in my mind that |
| 1. The team member has been doing extremely | | | | through a good use of questioning and an even |
| well and has taken their eye off the ball. | | | | better use of listening you will be able to |
| | | | not only identify your team's drivers, but |
| 2. The team member is not doing as well as | | | | also help them establish a need to change. |
| his counterparts and so feel de-motivated and | | | | |