How can I motivate my troop to take initiative in a program he leads that he doesn't seem interested in?

Role play in reverse. You be him, unmotivated and have him work to come up with reasons to motivate you.

There is some other underlying problem. Dig deeper...

...seems there might be something else ‘causing’ the lack of motivation...I would suggest an ‘off the record’ conversation one Airman to another, no negative consequences for honesty...just my two cents

Either they have something going on or you need to start using progressive discipline. Make sure expectations are clear and feedbacks are done. You set the standards, you assign the work, you give the expectations. They do the work assigned.

I "fired" an unmotivated A1C once. Assigned a Amn in their place that was stellar. A1C all of a sudden wanted the program back. Seems having a lower rank coworker make you look bad was good motivation. Maybe something along this line will work for you.

Good luck.

V/R
Bogie

You have to get someone to buy into the organization and take on their owns as his own. The issue is you can take a horse to water but you make him drink. The one thing that I have found is that you have to make them feel belonged. Like even the smallest task that they do helps the unit and builds towards readiness. Once again if they don't have a job that contributes to their unit then they loss focus. The first thing you need to do is to identify their goals. Maybe they just want to be a civilian. In that case you should assist them in their transition, hopefully it isn't too long away. If their goals don't line up with the unit then you have some issues. You have to find some middle ground for the common good.

Find out what he wants, is their a certain MOS, Training, School, Post etc. that he wants. Also it could be that he is burnt out from always being depended upon/being expected to do more while others get to skate off. Maybe a lack of regoniztion. Sadly their are so many variables, just tuck in your collar devices and hve private heart to heart. However their might not be anything that you can actually do.

I had a sailor, 19 YO.., same thing. He was no kidding, one of the smartest sailors I had ever worked with. Just genius level smarts. Unfortunately, he was happy doing the minimum. I challenged him and forced him to get qualified and do stuff that was way outside his pay grade. It took some work on my Chain to agree to let a kid do some of the stuff I wanted him to do. He rose to the challenge, was actually really good working at a higher level than he should, and he became a great role model and trainer for the junior folks. Plus, he was always in the eye for awards and consequently, promotions came faster.

The key is to find the right motivation. In this case, I told him he was going to be doing things no one else in the Navy thought a sailor at his level should be doing. That spurred him to step up.

In your case, not sure what the program is or what daily life is like in your unit. In some respects it is easier in the Navy because we hold sailors captive when underway... But, if you can find a little bit of competitive edge and spirit to motivate him, that might work. Not many people completely lack the competitiveness gene. Maybe focus less on potential because a lot of eyes glass over when they hear that, and give them something concrete. If there is a unit award for whatever program, tell them you want them to run the program and you want them to win the award next cycle.

Best of luck! Glad to see you worrying about the growth of your people, makes us old farts feel good!

Get a copy of Sun Tzu's "Art of War." Read the "Lesson of the Concubines"

Sun Tzu was a Chinese general in the period of the Warring States around 400 BC. At that time across China, local warlords constantly waged war against one another to fight for their shares of the remnants of the collapsed Chou Empire. Sun Tzu was challenged by a warlord to apply his famous war doctrine to train 180 women from the warlord’s palace into an orderly company. Among the women, two were the warlord’s favorite concubines. Sun Tzu divided the women into two groups and put a concubine in command of each.

SPOILER ALERT, If a soldier, particularly a leader isn't cutting it:
1) Make sure he knows what to do. Give them a chance to prove their self. If that doesn't work
2) Make sure he knows how to do it. Give them a chance to prove their self. If that doesn't work
3) Make sure he is willing to do it. Give them a chance to prove their self. If that doesn't work.
4) Off with his head.

Sounds to me like you've done steps 1-3. Unfortunately the Army has gotten soft and does not allow public beheadings anymore.

Remove him from the position of leadership. Explain why. Put the next most capable soldier in charge. Tell the unmotivated one that he can earn his way back by being self-motivated, or he can find himself put in positions of ever decreasing responsibility until he's at a level the fits his performance.

Or,

Split the task as best possible into two equal parts. Give the unmotivated leader one part and an up and comer the other part (if the parts aren't equal, give the up and comer the harder part and make sure the foot dragger knows, he got the easy part).

In either case, a leader who isn't self-motivated, probably isn't really a leader. There are soldiers out there who want the chance this soldier is wasting. Put your 90% of your energy into the soldiers who are or want to succeed. Give, grudgingly 10% of your energy into those who have to be dragged along.

Sounds like your airmen is burned out or possibly depressed SSgt

Is the Soldier Married? If so, Does he have children? Does he live on post or off post? What rank is he? You may have to dig deeper into this, subtly, as being up front and to the point may have a negative repercussion. Who are his friends, sometimes you can get to the root of the problem by talking with his friends. Ways to do this is ask what their plans are for the weekends, what hobbies or interests they have, because chances are, whatever his friends are doing, it is likely he will be doing as well. If he is not, then that is something to look into as well. Or it could just mean that program he is in charge of just doesn't cut it for him. We all get tasks that we definitely lack motivation to accomplish, this just might be one task.

Interesting question - 1) don't use recognition or a reward for going along - that's not going to produce a real motivation to want to succeed in the program. Navy Seals don't do what they do for the extra pay - something deeper drives their motivation - a feeling. 2) There are two main reason some one becomes disconnected or unmotivated - they are either over challenged or under challenged - pushed to hard and they burn out - under and they become bored - ask questions in regards to where they are at in regards to being challenged. 3) People are engaged and motivated by why we do things more than what we do. So its critical that they clearly understand the "why". This as well needs to resonate with the individual - this creates the real motivation - the feeling.

There may be more going on but to to me it sounds like the the goal of the program doesn't resonate. Maybe its to easy for this individual so you may need to move the goal post.

What is his age and rank? I was horrible when a young soldier and had some issues as a butter bar. Some people take more time. You have a harder time as a leader today as some of the things I needed back in the early 90s you cannot do today. I had an E5 make me cry at 19 and you do that today and you could be in a world of hurt. I needed it and he is one of the leaders I will always remember.

This reminds me of an old saw I heard: It is easier to work with the untrained but motivated individual, than it is the trained but unmotivated one.

If you have provided opportunities for this person to find areas of interest and apply them to their part in this program, yet they have no enthusiasm to put forth more than minimal effort, there are a couple of concerns here.

Are they burned out? Is this a manifestation of some deeper concern that the individual is dealing with?

If this is an about face of how they normally are, what other issues could be causing them to be different? What can you do or who can you refer them to to assist in overcoming, remediating or eliminating the problem that has captured that focus and energy they used to have?

This is the time for you to demonstrate more than just being a supervisor, and becoming a leader, by helping them find ways to overcome the personal or internal problems that are preventing them from utilizing the potential you see.

Empathize. Let him know you understand but the school will pay off later on.

TSgt Melissa Post I would ask him what his plans and goals are for his military service and beyond. He is 23 so he should have plans and goals in mind. He may need to be reminded that most things in life require dedication and commitment.

TSgt Melissa Post Melissa, this will likely not be the answer that you would expect from me if I were sitting in your living room. HOWEVER, I took a couple days to think about this. I think I have a perspective on this.
Despite your encouragements, and your assurances that he has the potential, your trooper still is not motivated to do something that is good for his career and you know he has the potential to knock out of the park.
If I got this right, then here is my answer. I have learned that many people avoid what is good for them, because they are afraid of failure. Your trooper may not believe that he can accomplish this. Fear of failure or a person doubting his ability to succeed (Not always the same thing) can override any other feeling.
For Example, an Infantryman may know that to progress in his field, he needs to attend Ranger School, but he knows he does not know how to swim well enough to pass the Ranger swim test. His fear of failure in that test overrides his knowledge that attending the school is recommended for career progression.
So, I really think that the motivating factor here, as well as the Mentor Moment is his self-confidence rather than his motivation. Figure out a way to build his self-confidence and I think the motivation will follow. That is the best I can do without more information.
Tell your folks and the girls from the wedding that Roger says "Hey...The'll know what you mean."
SGM (Join to see)

Not everyone shares the same interests. A program that you adore and think is amazing may be a banal waste of time to him. Instead of trying to force him into a box, why not explore where his interests lie and find things he can do that relate to those interests?

SGT Post, what I found when dealing with substandard performers or those that were not necessarily motivated was to give them a duty and responsibility. Tell them they own the program whatever it is and that you will hold them accountable and responsible for the success or failure. This process never failed me. You have to find out what makes the individual tick. Some like recognition. Other prefer time off, a pat on the back, promotion, etc. When you know what makes them tick you know what motivates them. Sometimes corrective training motivates substandard performers. Example make them write an essay on substandard performance. Have them give a class. have them redo something that was not done to standard. Share the hardship with them and let them know you care.Just my 2 cents.

If it's a program he doesn't believe in, doesn't care about, or just plain disagrees with, then motivation isn't going to happen aside from appealing to his professionalism to complete an assigned task the best he can. You'll have to find a way to make it matter to him on a personal level to get him to care about its success.

Is it a program he chose to lead or one that was assigned to him "to get him recognized" if he did it well?

TSgt Melissa Post I am big on getting to understand what motivates people which means learning what inspires them, what fears they are dealing with, etc.. Part of this is understanding what their goals are (even if they aren't related to their current position) or if they even have goals.

Finding a way to relate his current responsibilities to his goals can be powerful. If he has no goals, maybe talking about what he wants out of life is another thing. If there are stressors causing depression, advice mental health services (they are not for the weak but for the warriors wanting to overcome their own mental challenges).

Some people just lack motivation. In that case, a mid-year EPR review could come in handy where you emphasize how anything less than "excellence in all you do" will get you less than a 5.

Do what you can, but ultimately it is up to them. Of course if unit safety, morale, or something serious is a consequence of this you should report it to whoever assigned his duties and reassign the responsibility if necessary. Remember to maintain a paper trail even if it is just notes of when you have conversations and the general outcome.

Good luck!