Motivating Employees

Dear HBR:

Harvard Business Review

Careers, Business/management, Work, Advice, Harvard, Help, Mentor, Workplace, Business, Management, Challenges, Entrepreneurship, Hbr, Office, Business/careers, Business/entrepreneurship

4.6 • 782 Ratings

🗓️ 14 November 2019

⏱️ 29 minutes

🔗️ Recording | iTunes | RSS

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Summary

Has your team checked out? Dan and Alison answer your questions with the help of Richard Boyatzis, a management professor at Case Western Reserve University and coauthor of the book “Helping People Change.” They talk through what to do when a colleague wants the status of a prominent role but doesn’t want to do the work, employees are leaving the company at a high rate, or your subordinate resists doing any additional work.

Transcript

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0:00.0	Welcome to Dear HBR from Harvard Business Review.
0:03.9	I'm Dan McGinn.
0:04.9	And I'm Alison Beard.
0:12.3	Work can be frustrating, but it doesn't have to be.
0:15.3	We don't need to let the conflicts get us down.
0:17.8	That's where Dear HBR comes in.
0:19.9	We take your questions, look at the research,
0:22.5	talk to the experts, and help you move forward. Today we're talking about motivating
0:34.2	employees with Richard Boyatzis. He's a professor at Case Western Reserve
0:38.0	University and the author of Helping People Change. Richard, thanks for being here.
0:42.3	Thank you.
0:43.3	How often is it that people are coming to work completely unmotivated to do their jobs well?
0:50.1	Sadly, the engagement numbers suggested that we're suffering with a motivation crisis.
0:55.3	I mean, if 76% of the people with full-time jobs in the U.S. don't feel engaged in their work,
1:01.2	in Europe, I think the last one I saw was 83% in Japan, 81, that's a huge number of people
1:07.4	who aren't bringing their talent to work. And the responsibility for that
1:11.5	lies with the managers and leaders, you know, the people who are supposed to be energizing people
1:16.5	and engaging them. And you think that bosses can effectively shift someone from being
1:23.5	completely demotivated to a go-getter who wants to outperform? I think it's the only way to do it,
1:31.6	and I think the immediate supervisor has the most impact. First question. Dear HBR, I'm a young
1:40.9	female founder-director of a not-for-profit student program.
1:44.7	I find it hard to motivate and manage my team.
	...

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