Cracking the Whip—With Prudence"My people are sluggish these days, not producing nearly as much as last year. I am sure recent events make them uncertain about what lies ahead, but I really need them to get serious if we're going to survive."
When leaders are faced with a workforce that's not producing at capacity whose morale seems to have plummeted, it requires an approach that is both firm and balanced. A good leader will start by clarifying for him/herself what specifically is needed from the team—a defined product/service for 'x' number of customers by a designated time—and the behaviors they currently notice that are not getting them there. With the larger vision for the future in mind, the leader then clearly describes the actions needed to be performed this year, each month, weekly, even daily so the team can understand the critical role they play in bringing the vision to fruition each and every day. The pivotal action by the leader now lies in the delivery of the information. Most of us don't like sending a message that could be construed as criticism. However, the most successful leaders are willing to keep this saw sharpened because they understand how it is linked to keeping their teams motivated, productive, and highly creative.
"The talents and resources we have in this department make it not only possible, but highly likely that we can revolutionize road travel. We can become the leader in the industry within two short years. However, in order to do so, the pace at which we are currently producing will have to increase by 28%. This will take commitment and perseverance from all of us."
This kind of presentation to the teams can be the beginning of laying the truth out candidly and enrolling support at the same time. It's followed, naturally, by gathering more information about what's at the root of peoples' sluggishness and low morale. Listening deeply to the words being spoken, the feeling tone expressed, and the unspoken message—the essence of what is being shared—is imperative. Relaying back to people what you've understood and collectively deciding on a game plan follows suit. It must remain clear that even with a united agreement for moving forward, the leader will need to continue speaking frankly about the vision, its benefits to everyone, and the dedication required to achieve it. This needs to be repeated with creativity and enthusiasm. Assumed commitment—from the leader or from the team—simply isn't enough.
As with anything intended to make a substantive difference, communicating for inspiration and high motivation takes practice and its own dedication. Even for those leaders who have done this before, it still requires practice because the workforce is ever-changing and the environment is dense with challenge. Honing the ability to correct and stimulate others requires a practical blend of firm kindness. The goal is to create success with the project as well as to potentially make a difference in the lives of your people. Even a difference in one life would be a grand outcome.
Cracking the Whip