Leadership Training Strategy for Struggling Employees
Can managers make employees enjoy their work? Absolutely! You first have to understand the simple concept of "Ask and Listen"
. Below is a constructive conversation that leads to an amazing end result. You can have this too, time and time again. All you have to do is follow the basic pattern shown here.
At first glance she looked every bit the confident, fast track, career woman she was supposed to be. Then she gathered a strained smile and said "Hello" to Clark, her manager. She was wearing a layer of uneasiness that did not match her natural pleasant manner. Her eyes were filled with doubt.
They took their seats. Jane cleared her throat and said "I want to talk with you about a problem."
"Okay, I'll do whatever I can to help," Clark responded. "Tell me what's going on."
Jane began. "When I first got the promotion, I remember thinking that most people don't have job satisfaction and I was one of the lucky ones. Becoming a manager was a dream come true. I got more money, more responsibility, and the best part was I loved my job. I had it all."
When she paused, her shoulders sagged. "I've been in the job for only three months and everything has fallen apart. My website design team is missing deadlines, our customers are complaining, and employee morale is terrible. I hate my job and I think it's time to leave it."
Clark picked the cuticle on his right thumb with his right index finger, the way he did when he was nervous. Then he looked up and said, "Jane, are you feeling a lot of pain?"
"It's killing me. I've never failed at anything before and I don't know how to turn it around."
She had concluded, "I can't do it."
Clark wondered why. It was worth a guess. "Do you have the skills you need for the job?"
She shifted her eyes to him and looked uncomfortable.
He said, "It's okay to say it, Jane."
"To be honest, I feel like I've been thrown to the wolves out there, to make or break it on my own. I wasn't prepared for it." Then, "I don't blame anyone but myself though."
Clark responded, "I knew you were struggling and should have offered to help you before now."
Her response to Clark's next question would be telling. "Jane, imagine that you are able to get better control of things and make the problems go away. Projects are completed on time, customers are satisfied, and employees are motivated. If you were performing well, how would you like your job?"
"I'd love it. It would be a great job."
"So, is it the job you hate, or the fear of failing?"
She looked at Clark for what seemed a long time, then at her hands gripped tightly in her lap. When she looked up she was talking to herself more than to Clark. "I've been running from the wrong thing, haven't I?" She looked at her hands again. "When I learn how to be a better manager, I'll enjoy this job. Clark, will you help me?"
"Yes, I will, Jane. I want you to succeed. What's the best way for me to help you?"
She responded immediately. "I wanted to ask you this several weeks ago, but you're so busy I just didn't." She looked down and paused.
Clark looked at her, gave her a "go ahead" nod, and started working on his thumb again.
"I'd like to meet with you a couple of times a week. I can tell you what's going on and how I plan to handle things. You can give me your reaction and any coaching I need."
"I'm more than willing to do that, anytime you want. Ask Julie to put you on my calendar so I'll know when to be available. Is there anything else?"
"That's all for now. This will be a great start."
Jane gave Clark a soft-spoken, sincere thanks, formed an easy smile, and blinked to dry her eyes.
Clark had stopped playing with his thumb and said, "Jane, you've got my commitment to help you succeed."
Martha Forlines is a former human resources executive with 30 years of results-oriented business experience. Belief System Institute is a small, woman-owned business that has been offering proven Atlanta
leadership consulting solutions for leaders since 1991. We also provide
Atlanta leadership training programsLeadership Training Strategy for Struggling Employees
By: alent
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