How to make a lazy person work: top 4 advice from psychologists

Method No. 2. "Carrot and stick method"

Perhaps the question is not how to make a lazy person work, but something completely different. Of course, we are not going to justify anyone, but perhaps a person has good reasons for not wanting to go to work? Maybe a person needs to add confidence, because only confident people achieve tangible results and receive moral pleasure from this, which turns any person into a careerist. There is no need to feel sorry. At first it is advisable to be tough in communication, and then ask in a friendly way what and how. A person who is psychologically driven into a corner will be very happy with such a warm approach (carrot after stick tactics), and will simply melt, revealing all his secrets to you. But think twice: are you ready to undergo such psychological manipulation? Speak politely and courteously. When you use the whip method, be cool and restrained. No one should suspect that it is difficult for you to control yourself and use the whip.

This method looks like harsh manipulation, but it helps you find out the truth and makes you a real psychoanalyst.

Method No. 3. Motivation

The simplest, but at the same time difficult way to make a person work is to help him find motivation. Although, in fact, it would be nice if a person dug up this very motivation within himself. Very often lazy people suffer from a lack of motivation. If you want to help such a person get a job, you will have to: a) together with the person, find meaning in this work; b) help him fight the difficulties that await him on the path to getting rid of laziness; c) share with the person all subsequent difficulties that he will encounter in this work; d) prove that in this life you cannot go with the flow.

If you are ready to take on such a heavy burden, then start looking for motivation.

Causes

They can be divided into two groups: those dependent on the manager and those dependent on the employee. Responsibility for changing the state of affairs lies with one of the parties.

Dependent on the boss

A boss is a person placed in a leadership position. Another person can take his place at any time. The reasons for the disobedience of his subordinates may lie in:

• in the wrong management style, from three styles (authoritarian, liberal, democratic), the boss must choose what is acceptable at the moment for his subordinates;
• the manager cannot explain to the staff their responsibilities and functions;
• in the boss’s inflated demands, he expects his subordinates to achieve maximum results in a short time;
• being rude to certain employees for no apparent reason.

Dependent on employees

Employees can also deliberately or unintentionally not follow the orders of the boss, and he cannot always influence the situation. Common reasons include:

• the employee’s personal problems (illness, family troubles) that do not allow him to give 100%;
• the employee cannot cope with the responsibilities assigned to him due to insufficient qualifications and uncertainty of the assigned tasks;
• the employee does not want to perform certain duties due to a whole range of problems.

Method number 4. Be a good example for a lazy person

For children, the role model in most cases is the father. Therefore, psychologists ardently convince fathers not to abandon their children. After all, without a clear example and paternal support, children lack confidence in the future. And then you are faced with the problem of how to send a person to work because he did not have a good example. But you can also be an example yourself. If you have been working for a long period of time, you have career achievements and you are not going to stop there - most likely, they envy you and refuse to go to work to spite you (no matter how strange it may sound). If you want a lazy person to go to work, turn the minuses into pluses. Let his envy turn into a desire to imitate you (of course, not in everything, but exclusively in work). Include blackmail: “If you don’t go to work, you and I will simply break up, because in a relationship two people must develop in parallel.” This is how it is: when you are in a relationship, you will have to go hand in hand to live a harmonious life.

This method has both good and bad implications: you choose whether to use blackmail, explanations or good methods (which often do not work).

READ MORE: How not to behave on the first day at a new job. A psychologist explained why we often remain lonely.

How to get people to work for you

A person himself is a hostage to his needs, motives and values. They determine his behavior and attitude towards doing his job. Having solved this riddle, the manager will have in his hands a powerful tool for influencing staff. The manager constantly needs to think about creating his own individual method of motivating staff. Where to start your work? What actions to take and when? How to evaluate whether a job is finished? There is an algorithm of actions for this.

Author:

Sergey Viktorovich Shpitonkov, director of a consulting company specializing in building effective sales management systems in Russian companies.

There is nothing worse for a manager than having indifferent and unmotivated staff on his team. If employees do not want to fulfill their duties, then there are two options for developing the situation: creating another motivation system in which such a desire appears, or getting rid of such employees. The problem comes down to solving the main question: how to use the knowledge and skills of each employee as effectively as possible?

A person himself is a hostage to his needs, motives and values. They determine his behavior and attitude towards doing his job. Having solved this riddle, the manager will have in his hands a powerful tool for influencing staff. What are the main motivators for a person?

• Money
• Power
• Career
• Status
• Confession
• Glory
• Grade
• Self-realization
• Self-expression

The given order is conditional. For example, money in many cases is not the main factor motivating staff, or at least has value when combined with other factors. This is one of the main mistakes of many modern managers who work on the principle: “I pay money, and they have to work.” Maybe they will work, but how effective?

1. Principles of working with motivators

1.1. Motives are always individual.

No two people are the same. There cannot be identical motives. Personal motivation is always individual: someone is looking for opportunities for self-realization and is ready to work on the proposed conditions, while for others money is a measure of success and they are aimed only at earning money. Of course, it is ideal to choose your own “key” for each subordinate. But in practice everything turns out to be more complicated. How can a commercial director, for example, who may have dozens of subordinates, do this? That's why

priorities are selected and universal forms of motivation are created.

They are not a panacea for solving this issue, but they allow you to maintain a normal average temperature in the hospital, and then treat individual outbreaks of diseases.

1.2. The motives work together.

The human physical body functions in a complex manner; motives are also combined into a whole set of factors. Their number depends on the person with whom the manager has to work, as well as the specific situation in the company. The manager needs to take into account all their diversity and interconnection. It is important to understand: what motivates a person? What are his main motives? What is his priority today?

1.3. Motives change.

People and the conditions in which they work are constantly changing. Therefore, the complex of motives is in constant motion. It cannot be determined once and then used unchanged for a long time. Has the company set itself a more difficult task? This means that additional motivators must be included. Have your managers been working in their previous positions for a long time? This means that the initial life of their old motivators has most likely expired. Have wages increased in the market as a whole? This means you need to react to these changes, otherwise the motivators will not only not work, but will also have a negative impact on the work of the entire team.

ALSO SEE: Three levels of customer love

The sum of specific motivators forms

motivation system,

aimed at achieving the assigned tasks. Let's consider it further.

2. Principles of working with motivation systems

2.1. The motivation system should be focused on the final result.

Motivation cannot exist for its own sake. In this case, it is important to have a close connection with

company life cycles

. Employees must understand that if a company is in a crisis market or at the stage of its decline, then in these difficult conditions they should not expect income above the established market level. Perhaps it will even be lowered and something else will have to be sacrificed. Companies have difficult times when there is simply no money to maintain a high level of income for their employees. Subordinates need to explain the state of affairs and conclude an agreement: they, as before, carry out their duties, and you will do everything in your power to pass the time of crisis as quickly as possible.

Below are examples of material motivation and discuss types such as base pay, bonuses, benefits, in accordance with the life cycles of the organization.

Table 1. Motivation system and life cycles of the organization

2.2. The motivation system should be simple and clear. This system must be understood by everyone who participates in it: from ordinary employees to managers. If a sales representative is unable to independently understand, calculate or measure this system, you can assume that such motivation has already lost half of its effectiveness. To check how things are going, you can choose a manager who is not the most savvy and show him your motivational scheme. If he understands it, you can safely put it to work.

2.3. The motivation system must be manageable and changeable.

If the situation on the market or within the company changes, or the goals or objectives of the department change, the motivation system must immediately respond to this. How to determine whether the existing staff motivation system is effective? There is a table below for this.

Table 2. Signs of the effectiveness of the existing personnel motivation system

Where should a manager begin his work? What actions to take and when? How to evaluate whether a job is finished? There is an algorithm of actions for this.

3. Algorithm of actions of the manager to motivate employees

3.1. Analysis of the existing situation.

The following forms of work can be used:

• observing employees as they perform their duties at different times and while performing different tasks;
• personal conversations with subordinates on formal and informal issues;
• conversations in the smoking room;
• conducting tests and filling out questionnaires;
• holding meetings.

The forms of such work can be alternated in targeted or anonymous modes. The first reveals information about a specific person. The second one has greater reliability. The result of such work should be information about the presence of motivators and factors of dissatisfaction. From this the big picture will begin to emerge.

3.2. Analysis of the results obtained.

The result of the research is the creation

motivational profiles

— special criteria that employees expect to be met. They can be created both for the department as a whole and individually. With the help of motivational profiles, a manager can receive a set of motivators that best meet the company's requirements.

At the same time, the manager may be faced with a situation where some employees will have motivators that stand out from the generalized picture received. What should I do?

Determine the value of this employee for the company.

If an employee is the “star” of the sales department, you can go beyond the general template and provide him with additional motivators. If the employee is not one of the “stars,” you will have to part with him. Therefore, at this stage, the head of the department must answer the question:

which people we should motivate and which ones we shouldn’t.

3.3. Carrying out the necessary reforms and creating a system.

The final stage is the implementation of the necessary changes and the creation of a motivation system. In the most general form, there are two types of motivational systems: soft and hard.

Soft method

is focused on employees and answers the question: how to create a system in which subordinates will have the best working conditions. At

hard method

focus on completing tasks and answer the question: how to create a system in which subordinates will complete all assigned tasks.

4. Rules for creating a motivational system

4.1. Define performance standards.

The organization must have a collection of rules and instructions that regulate the activities of each employee, as well as the goals that he should strive for in his daily work. These are the standards. They should be tall and tough. Everyone must clearly understand: when, who and what to do in a given situation. Everything needs to be planned and provided for. The greatest results are brought by the organization that works like a clear mechanism - without failures or downtime.

4.2. Assessing the performance of each employee through KPIs.

You have no friends and no enemies. Relationships at work can only be business. In the office there are only the interests of the company. It's good if they match yours. No - this is your problem, and you have to change. Everyone is assessed based on the results of their work and existing achievements. Do you want a promotion? Prove that you can perform tasks better than others. Low salary? Prove that you are capable of achieving better results than others. The path to the top is always about overcoming yourself and the evidence that you present to others along the way.

4.3. Introduction of decreasing and increasing coefficients.

People must constantly strive for something more complex and higher. Give them this opportunity, divide them according to their importance for the company. For this there are different ranks, degrees, grades and other distinctive titles. Encourage them to move, celebrate and stimulate them. Did you cope with a difficult task? Here is your reward! Can not? Learn while you're the last one! Do not want? Push yourself, but for now you are on the list of the worst! By this we weed out the incapable and unintelligent, and attract the most skillful to work. This process is called

quality rotation

. A manager must have the best people on his team.

4.4. Shared responsibility and initiative

. The overall performance of tasks depends on the results of each person’s work. If someone doesn't work, it will affect everyone else. Everyone should feel responsible for the common cause. The plan is not being fulfilled? Let's go ahead, all together to solve this problem! Not enough working hours? There are weekends! Can't come up with an effective promotional program? Let's get together and brainstorm! Then the results will begin to please you.

4.5. Take care of information.

A leader has many categories of subordinates. Different companies have different structures and reporting lines. However, regardless of these differences

subordinates should not know the motivation system of their managers

. Each information must strictly correspond to a specific category of employees. In this way, you will avoid unnecessary and harmful assessments by subordinates of their leaders and an unstable situation within teams.

***

In conclusion, the following should be recalled:

a manager constantly needs to think about creating his own individual method of motivating staff

. Stanislavsky also said about this: “Create your own method. Don't rely entirely on mine. Come up with something that works for you.” This advice should also be followed by those who are at the head of departments or work groups and want to create a motivated team of professionals.

Take advantage of the accumulated experience of Russian and global management, which is systematized and crystallized in the form of dozens of practical training courses on management and management for advanced training. With the help of an experienced supervisor, when studying according to an individual program, you can create your own individual curriculum from them, taking into account your previous experience and learning goals. You can study at your own pace while continuing your professional activities.

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