How do you prefer to motivate a junior enlisted Service Member lacking motivation?

SGM Matthew Quick — Sun, 19 Jan 2014 21:32:44 -0500

Note: Let's focus on an otherwise quality Soldier simply going through an unmotivated spell.

Response by SFC Michael Hasbun made Jan 19 at 2014 9:39 PM

SFC Michael Hasbun — Sun, 19 Jan 2014 21:39:50 -0500

Beatings... The beatings shall continue until morale improves...

Response by SSG Robert Burns made Jan 19 at 2014 9:42 PM

SSG Robert Burns — Sun, 19 Jan 2014 21:42:18 -0500

I remind Soldiers who are going through tough times that it is a good thing because it will make them a better leader in the future. When their own Soldiers are going through things, they will be able to speak form their own experiences instead of what they heard to advise their own.

I tell guys when they are going through hell....dont stop. Keep going through it because you will get through it and you will be better for it.

Response by SFC Private RallyPoint Member made Jan 19 at 2014 11:14 PM

SFC Private RallyPoint Member — Sun, 19 Jan 2014 23:14:25 -0500

If one of my soldiers were going through a "rough patch" I would first attempt to find the cause of the issue. I would counsel the soldier and see if there were anything I could do to assist since many issues could lead to this state (problems at home/with family/hazing/ harassment/illness). As soon as I discovered the source of the issue, we would begin working through it. This avenue of approach shows the soldier that I care as a leader and will build esprit de corps over time. Once the issue is relieved or the soldier is getting help, he/she can begin performing as they normally do with renewed faith in their chain of command.

Response by SGM Private RallyPoint Member made Jan 19 at 2014 11:17 PM

SGM Private RallyPoint Member — Sun, 19 Jan 2014 23:17:09 -0500

Everyone has the intent to be motivated. If a Soldier isn't motivated then I sit down and figure out what the underlying cause is. Chances are there is something going on. The best way to motivate a Soldier is to find out the underlying issue then make sure you can relate to that issue. Once a Soldier understands that another Leader went through the same issues they tend to turn around and get motivated because you just proved it can be and has been done before.

Response by SGT Private RallyPoint Member made Jan 25 at 2014 2:04 AM

SGT Private RallyPoint Member — Sat, 25 Jan 2014 02:04:45 -0500

I simply wait for a chance to talk to them alone for a good while. Once we identify the issue, I offer personal and professional advice from my experiences and offer solutions. Afterwards, I check on the Soldier periodically about the situation to ensure he or she knows I care.

Response by SGM Private RallyPoint Member made Jan 25 at 2014 2:26 AM

SGM Private RallyPoint Member — Sat, 25 Jan 2014 02:26:19 -0500

Anytime you are dealing with a motivation issue, you can talk until you are blue in the face about what the Soldier should do, but until that Soldier buys into the concept you are just being an oxygen thief.
I see a lot of talk about counseling, and you are right, but your approach to the counseling must change. Look at the facts: A normally squared away Soldier. Normally motivated. Going through a spell. You need to change your approach from directive (which is what most leaders use) to indirective or combined. In this situation, what I most commonly see is the leader bringing the Soldier in and preaching to them (reading them a pre-filled out counseling). The Soldier tunes the leader out within the first sentence because they are not willing to buy into the fact that leader understands the problem and knows the best way to solve the problem.
If we change it to allow the Soldier to come in and talk. Reveal the problem on their own, and we just direct the conversation to help the Soldier "discover" the problem and potential solution, the Soldier has buy-in because it was their idea. They you merely say, "Ok I am going to write down what you have come up with so we can track your progress", and then you write the 4856.
It takes some practice and some getting used to, but as you develop as a leader this is a great tool to have in your tool bag. And as most leaders are type A personality, dont worry, you will not lose any of your power base doing this.

Response by SFC Private RallyPoint Member made Jun 16 at 2014 8:53 PM

SFC Private RallyPoint Member — Mon, 16 Jun 2014 20:53:56 -0400

SGM,
As a junior enlisted service member I think the best way to motivate a service member is to lead by example. Most of the time when I or other junior enlisted soldiers are unmotivated it stems from a reason above us. If I go into work and notice that my SGT, SSG, or MSG, with whom I work all day with, are unmotivated or are having a bad day it makes the entire S1 shop's morale go down.
I do not think this is just a problem with junior enlisted soldiers but with the Army as a whole. A MG once told me the day that you stop loving your job as much as you did when you first signed the dotted line you need to get out. It then no longer is about the common good of the Army but about you personally and that is when mistakes are made.

Response by 1SG Private RallyPoint Member made Jun 1 at 2016 2:39 PM

1SG Private RallyPoint Member — Wed, 01 Jun 2016 14:39:59 -0400

Mentorship. I know a lot of people think you have to motivate them by leading by example, I disagree I think you need to be an example and set them up for success with real career planning and guidance.

While I can honestly say I never received any of this in my 24 year long career, I can say I got a lot more response when I showed them how to lead, when helped them set goals that helped to ensure great NCOER's and counselings. Perhaps it was just my career, but the art of developmental counseling has become a point of failure from my view.

When a soldier is only told to do the basics of their jobs, they do just that and it becomes a job, not a career. I give each one of my E-7's a copy of the FY next training schedule and let them pick tasks the want to own as a platoon, then I encourage them to set their soldiers up for success in leading those events. I also ask for dynamic, interesting events that allow the soldier more planning opportunities.

I show them how to get into the weeds of it. Off-site training requests, or requesting a specific training area. Conducting a GOOD risk assessment, working with S-4 to set up chow, training materials, making packing lists, pretty much the whole show. A year later I had a E-5 asking to run it for "Developmental Growth."

Set them up for success, not some easy cheesy participation badge, but a chance to really succeed or fail, then FOLLOW UP!