Know how to boost the morale of a demotivated employee.
24 October 2011
Read by 2046 persons
Absenteeism, lack of enthusiasm... At the first signs of demotivation, the manager must react to "give them back the desire".
Between a demotivated employee and another one who is highly motivated, performance can vary from single to double", observes Anne Dousset, founder of the ADP & O firm. The decrease in your employees' productivity should not be taken lightly. Stay vigilant, especially as the period is conducive to it. Annual reviews having passed, some employees know that they will not be increased or that they will not obtain the desired position. If a good portion of them accept it, for others, disappointment can lead to less involvement.
In order not to risk seeing a good element transform into dead weight, it is necessary to act quickly. "Especially since demotivation is contagious", observes Séverine Delaville, author of "Knowing how to motivate your team" (Vocatis). The bad mood of a colleague, having to constantly compensate for their lack of work can quickly have a devastating effect on their colleagues." The goal is of course not to reach a separation, which is costly for the company and traumatic for the service. The key to efficiency? Don't confuse speed and haste. And, like a doctor, take the time to make a diagnosis before acting.
Learn to pick up on the "subtle signals"
As a manager, your role is to remain attentive to your employees, even if you are overworked. There are obvious signs of discomfort, such as results plummeting. There are also subtler signals that you need to know how to pick up. If a usually sociable person avoids lunch breaks with colleagues, is taciturn, no longer speaks in meetings or only makes negative remarks, this should alert you. The same applies when an employee who was previously punctual no longer arrives on time, leaves earlier, takes longer breaks... According to a study by Alma Consulting Group, if it is not taken care of in time, demotivation degenerates into absenteeism in 14% of cases.
Explain with delicacy the reasons for their discomfort
Don't wait for your employee to come to you if they doubt their task, it is rare that they will confess it themselves. Take the initiative, in a proper way. There is no question of talking to them between two doors or, conversely, of summoning them in too formal a way. They might get defensive. Create a climate of trust by inviting them to lunch or starting a conversation at a time when you are more relaxed. In the evening, for example, after the team has left. Raise the subject delicately, relying on tangible facts, so that they do not feel unjustly accused: a drop in results, reports submitted late, a lack of participation in a meeting... Don't interrupt them, even if you don't agree with them, and wait for them to finish explaining themselves before reacting.
"Take their personality into account", advises Jacques Fradin, founder of the Institute of Environmental Medicine. With a go-getter, for whom sincerity is paramount, you can be direct. With an emotional person, emphasize the positive points, such as the atmosphere they usually create within the team. With a manager, focus on the facts and avoid any humor that might embarrass them."
Reassure and give stimulating objectives
Now that you know more about the causes of the problem, the next step is to determine the right strategy. Several options are available to you. The first is reassurance. "One of my logistics officers wanted to take a commercial position. But, at the last minute, their promotion was postponed", says Cédric Sennepin, director of the Leroy Merlin store in Gonesse (95). They admitted to me that, for the first time, they were considering offers from recruitment agencies. I understood that I had to act." To remobilize them, he arranged for them to meet with the HR manager and a member of the management committee, who reassured them about their career prospects. "And, as soon as they got their promotion, I involved them in the search for their successor."
Second case: one of your employees feels they have done everything in their position. Highlight them. Entrust them with the management of a new client or a strategic project, for example. Integrate them into a working group in which they will play a key role. Or, if they are comfortable in public, suggest that they represent the company at a professional event (trade show, convention...).
Third solution, help them acquire skills by offering them training. This was the choice of Olivier de Lavalette, CEO for Southern Europe of Regus (workspace provider), for one of his IT managers who was disappointed not to have received a raise. "They were a good employee. To other employees, I would have simply explained why their request had not been met."
Finally, if the cause of the problem is personal, be as unintrusive as possible. Don't try to be best buddies. If necessary, give the person concerned a few days off so that they can start again on a sounder footing.
Maintain regular attention and follow-up
There's no point in checking in if you're going to lose interest in your employee as soon as they leave your office. "It's not about having a meeting with them every two days, but invite them to lunch or for coffee at least once a month", advises Nathalie Josse Le Sassier, coach at WMP Consultants. In short, show them that you are following their case.
If their position justifies it, you can suggest that they meet with a coach, taking care to present this offer in a positive light. "They must not perceive it as a questioning", warns Xavier Soler, founder of XS Training. To avoid alarming them, avoid talking about motivation." If, despite this follow-up, they do not remobilize themselves on the objectives you have set with them, do not hesitate to give them feedback. A good clarification can indeed allow them to regain their composure. "By showing them that you have certain expectations of them, you flatter them", observes Séverine Delaville. In addition, having a clearly defined direction is always more reassuring."
Don't try to keep an employee who wants to leave at all costs
You feel you've tried everything without success? If you are in a large group, you can help the employee find a new lease of life in another department. Suggest that they meet with managers from other sectors and human resources. But, if internal mobility possibilities are limited, you may have to resign yourself to letting them leave. This is what Cédric Sennepin did with one of his salespeople: "I knew they were disappointed not to have become department head. I explained why they didn't seem ready and the points to improve. But, instead of taking my advice into account, they became disengaged. So, when they wanted to leave, I didn't do anything to keep them."
Gaëlle Renouvel
Capital.fr
Published on October 10, 2011.
Posted online on October 24, 2011.
Between a demotivated employee and another one who is highly motivated, performance can vary from single to double", observes Anne Dousset, founder of the ADP & O firm. The decrease in your employees' productivity should not be taken lightly. Stay vigilant, especially as the period is conducive to it. Annual reviews having passed, some employees know that they will not be increased or that they will not obtain the desired position. If a good portion of them accept it, for others, disappointment can lead to less involvement.
In order not to risk seeing a good element transform into dead weight, it is necessary to act quickly. "Especially since demotivation is contagious", observes Séverine Delaville, author of "Knowing how to motivate your team" (Vocatis). The bad mood of a colleague, having to constantly compensate for their lack of work can quickly have a devastating effect on their colleagues." The goal is of course not to reach a separation, which is costly for the company and traumatic for the service. The key to efficiency? Don't confuse speed and haste. And, like a doctor, take the time to make a diagnosis before acting.
Learn to pick up on the "subtle signals"
As a manager, your role is to remain attentive to your employees, even if you are overworked. There are obvious signs of discomfort, such as results plummeting. There are also subtler signals that you need to know how to pick up. If a usually sociable person avoids lunch breaks with colleagues, is taciturn, no longer speaks in meetings or only makes negative remarks, this should alert you. The same applies when an employee who was previously punctual no longer arrives on time, leaves earlier, takes longer breaks... According to a study by Alma Consulting Group, if it is not taken care of in time, demotivation degenerates into absenteeism in 14% of cases.
Explain with delicacy the reasons for their discomfort
Don't wait for your employee to come to you if they doubt their task, it is rare that they will confess it themselves. Take the initiative, in a proper way. There is no question of talking to them between two doors or, conversely, of summoning them in too formal a way. They might get defensive. Create a climate of trust by inviting them to lunch or starting a conversation at a time when you are more relaxed. In the evening, for example, after the team has left. Raise the subject delicately, relying on tangible facts, so that they do not feel unjustly accused: a drop in results, reports submitted late, a lack of participation in a meeting... Don't interrupt them, even if you don't agree with them, and wait for them to finish explaining themselves before reacting.
"Take their personality into account", advises Jacques Fradin, founder of the Institute of Environmental Medicine. With a go-getter, for whom sincerity is paramount, you can be direct. With an emotional person, emphasize the positive points, such as the atmosphere they usually create within the team. With a manager, focus on the facts and avoid any humor that might embarrass them."
Reassure and give stimulating objectives
Now that you know more about the causes of the problem, the next step is to determine the right strategy. Several options are available to you. The first is reassurance. "One of my logistics officers wanted to take a commercial position. But, at the last minute, their promotion was postponed", says Cédric Sennepin, director of the Leroy Merlin store in Gonesse (95). They admitted to me that, for the first time, they were considering offers from recruitment agencies. I understood that I had to act." To remobilize them, he arranged for them to meet with the HR manager and a member of the management committee, who reassured them about their career prospects. "And, as soon as they got their promotion, I involved them in the search for their successor."
Second case: one of your employees feels they have done everything in their position. Highlight them. Entrust them with the management of a new client or a strategic project, for example. Integrate them into a working group in which they will play a key role. Or, if they are comfortable in public, suggest that they represent the company at a professional event (trade show, convention...).
Third solution, help them acquire skills by offering them training. This was the choice of Olivier de Lavalette, CEO for Southern Europe of Regus (workspace provider), for one of his IT managers who was disappointed not to have received a raise. "They were a good employee. To other employees, I would have simply explained why their request had not been met."
Finally, if the cause of the problem is personal, be as unintrusive as possible. Don't try to be best buddies. If necessary, give the person concerned a few days off so that they can start again on a sounder footing.
Maintain regular attention and follow-up
There's no point in checking in if you're going to lose interest in your employee as soon as they leave your office. "It's not about having a meeting with them every two days, but invite them to lunch or for coffee at least once a month", advises Nathalie Josse Le Sassier, coach at WMP Consultants. In short, show them that you are following their case.
If their position justifies it, you can suggest that they meet with a coach, taking care to present this offer in a positive light. "They must not perceive it as a questioning", warns Xavier Soler, founder of XS Training. To avoid alarming them, avoid talking about motivation." If, despite this follow-up, they do not remobilize themselves on the objectives you have set with them, do not hesitate to give them feedback. A good clarification can indeed allow them to regain their composure. "By showing them that you have certain expectations of them, you flatter them", observes Séverine Delaville. In addition, having a clearly defined direction is always more reassuring."
Don't try to keep an employee who wants to leave at all costs
You feel you've tried everything without success? If you are in a large group, you can help the employee find a new lease of life in another department. Suggest that they meet with managers from other sectors and human resources. But, if internal mobility possibilities are limited, you may have to resign yourself to letting them leave. This is what Cédric Sennepin did with one of his salespeople: "I knew they were disappointed not to have become department head. I explained why they didn't seem ready and the points to improve. But, instead of taking my advice into account, they became disengaged. So, when they wanted to leave, I didn't do anything to keep them."
Gaëlle Renouvel
Capital.fr
Published on October 10, 2011.
Posted online on October 24, 2011.
