Posted on Aug 20, 2020
How can I motivate my troop to take initiative in a program he leads that he doesn't seem interested in?
7.97K
107
54
17
17
0
My troop has a lot of potential. He is smart and a good kid. He will do what he is told but if he doesn't really care about the purpose of something he doesn't apply that potential. I don't know how to motivate him more. I have explained why the program is important and the effects of if it isn't taken care of, I have told him why I want him to utilize his potential so I can get him recognized, I have tried to have him find things that motivate him and focus on those with this program but still get a bland response. Any ideas? SSG Roger Ayscue SFC James J. Palmer IV aka "JP4" TSgt Joe C. SGM (Join to see) LTC Stephen Conway COL Lee Flemming
Posted 5 y ago
Responses: 25
Role play in reverse. You be him, unmotivated and have him work to come up with reasons to motivate you.
(15)
(0)
CSM Mark Gerecht
Wow never thought of that approach! Can you elaborate? I am very interested in an example or two
(0)
(0)
(0)
(0)
SSgt Christopher Clinton
That type of mentorship could set him up to be a skilled leader one day. It is a bold approach few supervisors are willing to take on.
(0)
(0)
TSgt Melissa Post
Yes he wears his emotions on his sleeve and thinks he hides them well. I have told him he cannot hide things from me. I may not know what is going on at first but I will figure it out. Usually I do. Right now though, nothing seems to be the cause other than sleep. He will go back to a day shift next month so maybe that will help.
(0)
(0)
SSG James Dennis
Sometimes we ask our subordinates "what's wrong with you" when we might get a better understanding with "what happened to you?" Trauma-based therapy.
(2)
(0)
...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
(9)
(0)
SPC Nancy Greene
Now, someone should find out what it is before the ‘kid’ does something ‘stupid’...SGT Gregory Lawritson
(0)
(0)
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
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
(5)
(0)
SSG Roger Ayscue
MSgt Don VandeBogert I have done this as well, both while I was on active duty and more recently in a Cadet program I am supervising. It is a great motivator to end up working for those that formerly worked for you.
(0)
(0)
SSgt Christopher Clinton
I can attest this definitely works...learning the hard way...or keying into the competitiveness and insecurities of people.
(0)
(0)
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.
(4)
(0)
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.
(4)
(0)
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!
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!
(4)
(0)
TSgt Melissa Post
Yes it is a program that for me means a lot more because I was former maintenance so we were thrown this program in every direction and he has never had to experience it so I understand he has a lack of understanding about the program in general. Also, I don't think he has been shown how to really run a program. I have been so swamped in my other programs that finally I am getting some breathing air to be able to show him. But its hard to show him how to be motivated. I will definitely look into the awards portion. Thank you.
(1)
(0)
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.
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.
(3)
(0)
TSgt Melissa Post
You have made some good points. While I can’t remove him from position I can have some of those discussions with him. Thank you for your advice.
(0)
(0)
Maj John Bell
TSgt Melissa Post - Maybe it is a difference in "corporate" cultture between the Airforce and the Marines. If I told a Marine NCO to do something, I would NEVER tell her how to do it, unless it became obvious she did not know how, or she asked. That includes how she assigns the people under her supervision.
I'm not the one taking the risk, so take this with a grain of salt. It is better to beg forgiveness for a job well done, than to beg permission. You don't have to "fire" anyone. Just tell everyone that until further notice Airman "Upencomer" is in charge in your absence, or is in charge of a certain goal.
If a senior calls you out, tell them that Airman "Unmotivated" wasn't getting the job done, so you gave the responsibility to the one that wanted it. As a Marine officer, I don't care how you use the assets assigned to you. I just want the job done quickly, efficiently and on time. I'm there to offer help if you need it. I'm not there to run your show. That is part of your development. If any one of my immediate subordinates cannot do my job as well as me, in my absence, I am a failing leader.
I'm not the one taking the risk, so take this with a grain of salt. It is better to beg forgiveness for a job well done, than to beg permission. You don't have to "fire" anyone. Just tell everyone that until further notice Airman "Upencomer" is in charge in your absence, or is in charge of a certain goal.
If a senior calls you out, tell them that Airman "Unmotivated" wasn't getting the job done, so you gave the responsibility to the one that wanted it. As a Marine officer, I don't care how you use the assets assigned to you. I just want the job done quickly, efficiently and on time. I'm there to offer help if you need it. I'm not there to run your show. That is part of your development. If any one of my immediate subordinates cannot do my job as well as me, in my absence, I am a failing leader.
(0)
(0)
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.
(3)
(0)
Read This Next