How to motivate a sluggard

Dr. Henry Cloud defines a "sluggard" as someone who avoids making the difficult decisions, and thus is not as productive as they could be. These people can be irritating, or simply frustrating.

Here's a different way to work more effectively with people who irritate you or whom you want to better motivate: Rather than immediately attack the person or disengage so they can continue to behave in ways that are unproductive, pause for some reflective thinking and go on what I call a "resolution run."  The objective is to change our approach to a situation so we can consider new information that leads to a positive resolution

Here are some brief examples.  If the person is...

Not achieving results you want, then study what they believe are meaningful results to accomplish.  Appeal to their interest in achieving those results.

Not keeping others informed, then learn the behaviors they believe are necessary to be trusted.  If reasonable, then encourage them and those who need to be informed to behave that way.

Not submitting their time and/or documenting their work according to your standards, then confirm the standards they have for other people's work.  Have a team discussion about work standards.  Have them set the standards.  Suggest the company should then pay on performance (when your company is paid by clients).  Suggest that since their standards, which are different than yours might delay payment that this could hurt company cash flow as well as lower client satisfaction.  Thus, it makes sense that if their new standards slow cash flow, then your company might have to delay their compensation if lack of documentation motivates clients to not pay on time or stop services.

Not treating you fairly or respectfully, then study their standards for how to interact and/or serve others.  Encourage them to demonstrate the behaviors they deem important for others.

Often you can gain incredible insights into these motivations in the Driving Forces sections of our MANAGEtoWIN Talent Assessments.  Not only do you learn the most intense motivators that drive their behaviors, but they are also required to identify statements that best describe how to work with them.

You also need to validate your conclusions through observation, and data such as situations that happen in your work environment, emails, etc.

WARNING:  Never lose sight of your objective, which is a positive resolution.  You are not gathering this information to attack them.  Similar to a good cop-bad cop negotiation, the standards of your company, clients, and/or the other person's own expectations are the "bad cop."  You are the "good cop" that works with them to meet the standards of the "bad cop."

Why do I suggest this approach?

1. It works, when done sincerely.
2. This process removes assumptions on your part; and when you have discussed your conclusions with the other person, possibly assumptions they have had that are unproductive.
3. This process is respectful and professional when done without malice.
4. This approach should reinforce your company values.
5. This mini-system provides you with new information that can lead to new, better decisions.
6. When you go this route conflict is avoided.
7. And last but not least, understanding why someone does something is more important than how they are doing it.  This is because the why drives the how.

Is interesting to note a similar process can be followed to improve your ability to accomplish something that someone you respect has achieved.  For instance, if someone has achieved something in their career that you want to achieve, then study how their work enables them to live out their personal beliefs.

If someone has achieved financial success in a way that you could also accomplish, then study their beliefs about money and confirm whether their wealth was a fluke, or the result of a process that can be systematically applied in your life.

If someone has one or more relationships that are deeper and more fulfilling than your own, then study how they developed the trust to build and serve those relationships.

I want to thank Anthony Iannarino for inspiring these last four thoughts, even though I took my own spin on them and in this overall teaching. 

If you truly want to learn and grow, then focus more on the why that enables people to achieve meaningful results.  Once you understand that, then you can focus more on how they do their work.

We have to change to stay ahead of the game and grow.  I help leaders become better.  We work on leadership skills and systems to hire, manage, develop, and retain top performers, plus company culture, sales management, and strategic marketing.  Contact me if you, other leaders you know, and/or your company wants to improve.