Some kind of agreement or rules; we just need to make him the author or co-author of these rules.
When I was changing the motivation system in one company, I made sure that the most influential employees in the organization were co-authors of the new system. Their involvement and input were necessary not only for political reasons of co-authorship but also made a significant contribution to ensuring that the system was coherent and well-suited to the organization. The core principle of motivation remained as it was originally conceived — that’s clear, but aside from the principle, there are many nuances and details where the devil is in the details.
If you want your subordinates, for example, to adhere to a dress code or follow a daily schedule, make sure they feel like the authors of these rules themselves.
If you want someone to change their behavior, make sure they guide themselves in that direction. expectations about those around you. You won’t do well by saying something like, “You are always and systematically late.” You can do better by saying, “I hired you because I saw in you a disciplined and responsible employee, and I appreciate that about you.” What, you can’t bring yourself to say it?
It seemed much easier to implement the system. fines that is, categorizing delays as expected behavior. Or, simply to order No more being late. However, as shown in the links, all these measures do not lead to results. The key to achieving results lies in the ability to adjust your approach to find signs of the desired behavior in a person. Start your conversation with the subordinate from this point.Show him that he is the way you want to see him.Show yourself that he is a valuable employee and that there are things you appreciate about him. Think of at least three reasons why you value him. Share these reasons with the employee.
The very style of conversation structured in this way does not do what do most communications between a manager and an employee. This style does not hinder but rather enhances communication. Your understanding that you have a truly valuable employee in front of you, and the employee’s understanding of what they are actually capable of (with examples and questions Why does he think such behavior is right? Acting the way one should fosters that very productive communication.
Once such communication is established, it’s enough to take a simple next step — create a contract or a rule. Do it together with the subordinate, so they won’t want to break it. If such a contract already exists, just refer to it, it’s that simple. There’s no need to “call them on the carpet,” use harsh language, or ruin your own and others’ nerves.
We shouldn’t blame people for irresponsibility; instead, we should make them responsible in the way described above. After all, it’s impossible to control people these days, and effective management has never really been possible. Now, we can only manage through agreements.