| Recap of the Leadership Quick Tip for October 19, 2009: when you’re faced with low morale, ask those you lead, one person at the time, for solutions that will work for them. |
The asking takes place in a short discussion with each person you lead. Get a handle on causes first, then solutions.
Remember that this approach is based on the fact that one solution never fits everybody that has low morale.
A common mistake when dealing with morale problems is to jump ahead to solutions without knowing what is causing the problem.
Morale problems have specific, identifiable causes. Look for them if you want to solve the problem.
The best way to identify causes is to ask the person experiencing the problem.
This is a rock-solid way to quickly and accurately uncover true causes of morale problems.
Conducting this discussion starts by saying something like this:
Manager: Thanks for meeting with me. I want to talk with you about how things are affecting your morale. Can you tell me what’s going on?
Then stop. Let the silence force the employee to talk. It always works, if you’ll keep quiet. Let the employee talk without interrupting. Look for causes of low morale. Take notes using direct quotes rather than putting things they say into your own words.
Employee: it’s so frustrating. Cutting head count means more work. And trying to streamline procedures to make things more efficient is unsettling. And we have no input on anything. Then there’s the uncertainty. I need to work. This is very stressful. And nobody cares.
When the employee finishes, follow these guidelines.
No apologies. (Like “I’m sorry all this is happening.)
No defensiveness. (Such as “We’re doing the best we can.”)
No blaming. (For example “If everybody would just buckle down, we could get through this.”)
No doom and gloom. (Like “Things will never get back to the way they were.”)
Instead simply restate the causes you heard the employee give. Use your notes so you accurately repeat what was said.
Manager: So here’s what I heard you say. You mentioned the following causes . . .
Then get confirmation.
Manager: Did I get everything right?
Ask if there is anything else. Keeping asking until the employee has no more causes of low morale to give.
You’re on the road to improving morale for this employee. This is the first step in how to motivate employees when morale is low.
Now you are ready to ask the employee for solutions that will work for her.
Manager: Let’s start with . . . Do you have a solution in mind?
Stop. If the employee doesn’t respond right away, let the silence lay there.
Employee: I don’t know.
Avoid offering your own solution. Just ask again.
Manager: I need you to help me here. How could we make things better for you on this issue?
Employee: I don’t know. What do you think?
Don’t fall for this. Keep the ball in the employee’s court.
Manager: You know your situation better than anyone. What’s something that will make things better for you?
Employee: Well, maybe I could . . .
Now you’re cooking. The employee is talking.
Avoid judging solutions. It is best not to make any comment. Just take notes. Ask if there is anything else.
Manager: Okay, anything else?
Keep asking for “anything else” until there is no more.
Then summarize the solutions just offered. Use your notes. Be accurate. You must show you have listened well. Then ask if you got it all right.
Our experience is that most solutions employees suggest are workable.
Now tell the employee which solutions you support. It’s best not to comment on what you’re rejecting and why, unless you are asked.
Manager: I like your ideas of . . .
Then go for the employee’s commitment to make them work.
Manager: Do you think you can make this work?
Employee: Yeah , and I’m sure this will make a difference.
Give positive reinforcement to the employee for the ideas she came up with.
Manager: You did a nice job on this.
If the employee responds in the negative to “Do you think you can make this work for you?” then you should ask for other ideas. If necessary, tell the employee to think more about it and get back with you later. Set a time for this meeting.
Stick with this process until the employee comes up with solutions that are satisfactory to both of you.
Here is a significant observation from years of training and watching managers and employees use this approach: even if a good solution doesn’t come out of this discussion, the employee’s morale goes up anyway. Why?
The manager asked the employee for input, the manager listened, and showed she cared. This alone has great value. It is motivation for employees. And usually it turns morale around.
When you ask and listen, you have everything to gain, and nothing to lose.
The exception is the cantankerous employee who is never satisfied. The best solution may be for this employee to work elsewhere.
So why not just go ahead and give ask and listen a try when morale is low?
