How do you motivate employees who have demonstrated low performance?
How can you help them course correct and improve when you’re not getting the results you expect? For a full-time coach it’s just an average day on the job. As a manager, it’s difficult not to take it personally and slip on the coaching hat when you feel you’re not getting the most out of your people.
Here are some proven strategies that will help you get there. But before you do a few things to note.
Judgement will be felt without you saying a word. Shift to curiosity. Ask open-ended questions to uncover roadblocks—are they unclear about expectations, unmotivated, or facing any personal challenges?
Next, take off your “rescuer” hat. As a manager, it’s easy to internalize low performance. Instead, shift into a facilitator mindset—your role is to provide structure, support, and space for ownership. In these shoes you are asking more than you are telling. You’re a guide not a fixer.
Focus on your employee’s strengths
Remind them of the competency areas that you see they are not leveraging. When we hear our strengths shared by someone verbally it has a different impact. We feel they are invested in our growth. Use real life, practical examples at work where you see that they could apply their strengths more. Discuss scenarios that might be contributing to their low performance and then pause to listen for any fears they may have or obstacles so you can address them directly. Share a story of when you were in their shoes once to better connect and create a trusted space.
Co-create a plan together, don’t prescribe one: Invite your employee to discuss what success looks like in the short term. Then break it down to identify specific, achievable goals that you can work on together.
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Back to motivating your people when they are not churning out their best results…
Discuss Growth Opportunities
Once you’ve covered strengths segue into having a conversation about growth opportunities. What are some projects that they can take responsibility for? This doesn’t necessarily mean giving them a brand new project, it could be contributing in some way. Assign a task that is slightly above their comfort level to ensure that they grow and are not setup for failure.
Ask them to sit in on one of your meetings so they can hear some of the business reasons and backstory of projects that they’re normally not privy to. They can shadow you. All of these instill a sense of trust and your belief in them.
What are some growth opportunities that they can learn from? Are there any training opportunities they can benefit from? Are there any skills gaps?
Coach with pattern interrupts
An effective approach to coaching someone is to suggest something that you see is holding them back. Call them out on something that you have observed is a repeating pattern. These are wake up calls that will pull them out of their comfort zone and motivate them to act on something new and unfamiliar. Note: Pattern interrupts are not exactly embraced by someone who is being coached.
As a coach, that’s what you’re there for. Your job is to call out the things that you’re seeing as a third-party and offer suggestions to explore change. In order for us to see a new and different set of results, we have to try things that are new and different. New and different by definition requires being uncomfortable.
A coach’s job is to give the person what they need not necessarily what they want. As a manager, be mindful of any resistance you may have from doling out some tough love once in a while. There is a payoff to sugar coating a situation or avoiding altogether. We get to be liked. The cost is playing it safe and ultimately leaving your employee unsupported. Consider how you would want to be coached if you were in their shoes.
As your employee is making progress, be sure to recognize small wins publicly and privately. When someone feels seen for their effort, they’re more likely to stay engaged.
Support them with accountability: Follow up consistently. Hold regular check-ins to reflect on what’s working, what’s not, and how they’re feeling about their progress.
This is part three of our three part Manager as Coach series. View Part 1 and Part 2 here.
Learn more about our executive coaching programs and coach-the-coach programs here.
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