How to Motivate Your
Course Assignment Human Ressource Management

Problem People
Presentation based on Harvard Business Review Article

by Nigel Nicholoson

Jan Roessler

Agenda

1 The Common View

2 The Consolidated New Perspective 3 Critical Reasoning and Conclusion

Slide 2

Agenda

1 The Common View 2 The Consolidated New Perspective 3 Critical Reasoning and Conclusion

Slide 3

The Big Picture of Idealistic Leadership Books

A Manager’s skills
    The power of vision The passion to deliver With Compelling Logic … and many other “Soft Skills”    

Hard Facts
Proper Incentives Great Organizational Structure 360° Communication … and many other “Environmental Factors”

? they ALL??? Really, will and want
All People will automatically and enthusiastically march off into the right direction
Slide 4

Something really important seems to be wrong – Why? Only a small fraction of employees are really 100% sensitive to this Even less Managers are able to adopt this seamlessly – few are gifted rallying troops External Incentives have limited impact – people responding are already marching

Reason 1

Reason 2

Reason 3

“Exhorting most managers to become Nelson Mandelas or Winston Churchills imbues them with little more than a sense of guilt and inadequacy” (Page 57)
Slide 5

When the 80-20 rule comes into play at people management...

If everybody is at least 50% sensitive to the generic approaches then all people will march as well, but… …if sensitivity drops too far we get a new type of people barely covered by the Idealistic Leadership Books:

Problem People
The most intractable employees take up a disproportionate amount of time, energy and attention.
Slide 6

...and sadly the generic approaches won‘t help you out likewise.

Questions like…
…so how do you get these people to follow your lead? …how do I get them committed and energized again? …How do I make them not only supporting my initatives