Avionics News June 2017 - 49

their work, but they're also not pushed to do work they should be proud
of, according to Forrest. Of course, they probably didn't have this attitude when they started; instead, they probably settled into it.
That nugget means you need to look inward and consider the standards you're upholding and the motivation you're providing. To those
ends, recognize why they may have slipped: They're working under
fuzzy expectations, no clear understanding of what's required to be "successful," and no way to excel because they have no idea of what to excel
at. Similarly, if their extra effort isn't recognized, they'll quit putting
in more than the minimum. If they've brought up roadblocks that keep
them from doing their best and those issues aren't addressed, their frustration quells any ambition.
Certainly, you'll need to step in to nudge them with new goals that
harness their best efforts, as well as establishing accountability for
reaching them. More specifically, you should provide clear feedback and
get to know them so you know what makes them tick - including their
goals and career aspirations - so you know how to push them and show
that they're valued, according to business strategist Abigail Phillips.
Finally, recognize and reward any improvement; sometimes a simple
"thank you" or "well done" can go a long way to stepping them up.
Level 2: playing to cruise. While these employees aren't on your
naughty list - they do what's expected of them - they won't do much
else, according to Forrest. They're camped in their comfort zones and
complacent. That's a problem, because, while everyone else is working
hard, they stand out for not, and that can pull everyone's effort down.
Yet these employees might not recognize they're coasting, especially if you've never set explicit behavioral expectations that define
good, bad, and best effort, according to John Baldoni, an executive
coach and author of MOXIE: The Secret to Bold and Gutsy Leadership.
Communicate your expectations and values at every opportunity, and
meet regularly to gauge their motivation and give feedback.
Before you call them on the carpet, consider finding out what matters
to them. Perhaps they're caring for an elderly parent or kids, and leaving
on time is more important than a bonus or promotion; that might need
to be reflected in their assignments, according to career coach Steve
Errey. Avoid placing blame, too; finger-pointing may cause even further
disengagement. Instead, coach them to find ways to show their value in
team-appropriate ways.
Consider your organization, as well - particularly how you manage
mistakes; if they're punished, expect a different reaction from some
employees than if they're used as learning tools. The former creates a
fear culture where effort breaks down because no one dares stray too far
from safe.
Level 3: playing to compete. Whether it's intentional or not, companies often ask employees to compete for recognition, bonuses and plum
assignments, according to the Harvard Business Journal. Certainly,
friendly competition can get employees motivated, but the opposite happens when people turn against each other to benefit themselves over the
team or shop, according to Melany Gallant, a human capital strategist
for Halogen Software.
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avionics news

june

2017

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