>So how do you do it?

The best approach is to identify the team member's drivers, that is, what it is that makes them want to succeed. For some, it will be the desire to get away from how they currently feel, for others, it will be the hope of reaching a better future state. Once you know what approach your particular team member prefers, y

I was at a training event recently and during the opening 'set the scene' intro the senior director in the company asked the group to list all the things that were stopping them providing a good service to their customers.

The team took great pleasure in listing all the concerns: Morale, time, work pressures, customer issues, the products etc etc.

The director gleefully added each and every comment to the flip chart and when no more issues were given he looked up and said.."I have only one problem with this list......." He let the question hang in the air for a few seconds and when the team's started to look around non-plussed, he said, "You're not on it!"

It may not have been what they wanted to hear, but Wow, did it have an effect.

Identifying a team members complacency is often the key to re-generating a workforce, it's a common problem and one that can have disastrous effects. In my experience, there tends to be two main reasons behind it.

1. The team member has been doing extremely well and has taken their eye off the ball.

2. The team member is not doing as well as his counterparts and so feel de-motivated and unable to achieve.

In both situations the key is to encourage the team member to 'buy-in' to the business once again. They need to appreciate the consequences of their action, or in-action, and learn to change.

So how do you do it?

The best approach is to identify the team member's drivers, that is, what it is that makes them want to succeed. For some, it will be the desire to get away from how they currently feel, for others, it will be the hope of reaching a better future state. Once you know what approach your particular team member prefers, y

tc etc.

The director gleefully added each and every comment to the flip chart and when no more issues were given he looked up and said.."I have only one problem with this list......." He let the question hang in the air for a few seconds and when the team's started to look around non-plussed, he said, "You're not on it!"

It may not have been what they wanted to hear, but Wow, did it have an effect.

Identifying a team members complacency is often the key to re-generating a workforce, it's a common problem and one that can have disastrous effects. In my experience, there tends to be two main reasons behind it.

1. The team member has been doing extremely well and has taken their eye off the ball.

2. The team member is not doing as well as his counterparts and so feel de-motivated and unable to achieve.

In both situations the key is to encourage the team member to 'buy-in' to the business once again. They need to appreciate the consequences of their action, or in-action, and learn to change.

So how do you do it?

The best approach is to identify the team member's drivers, that is, what it is that makes them want to succeed. For some, it will be the desire to get away from how they currently feel, for others, it will be the hope of reaching a better future state. Once you know what approach your particular team member prefers, y

ve been what they wanted to hear, but Wow, did it have an effect.

Identifying a team members complacency is often the key to re-generating a workforce, it's a common problem and one that can have disastrous effects. In my experience, there tends to be two main reasons behind it.

1. The team member has been doing extremely well and has taken their eye off the ball.

2. The team member is not doing as well as his counterparts and so feel de-motivated and unable to achieve.

In both situations the key is to encourage the team member to 'buy-in' to the business once again. They need to appreciate the consequences of their action, or in-action, and learn to change.

So how do you do it?

The best approach is to identify the team member's drivers, that is, what it is that makes them want to succeed. For some, it will be the desire to get away from how they currently feel, for others, it will be the hope of reaching a better future state. Once you know what approach your particular team member prefers, y

taken their eye off the ball.

2. The team member is not doing as well as his counterparts and so feel de-motivated and unable to achieve.

In both situations the key is to encourage the team member to 'buy-in' to the business once again. They need to appreciate the consequences of their action, or in-action, and learn to change.

So how do you do it?

The best approach is to identify the team member's drivers, that is, what it is that makes them want to succeed. For some, it will be the desire to get away from how they currently feel, for others, it will be the hope of reaching a better future state. Once you know what approach your particular team member prefers, y

>So how do you do it?

The best approach is to identify the team member's drivers, that is, what it is that makes them want to succeed. For some, it will be the desire to get away from how they currently feel, for others, it will be the hope of reaching a better future state. Once you know what approach your particular team member prefers, you can encourage them to work towards, or away from it.

Of course it's not always easy to identify a person's drivers without asking them. So that's exactly what I suggest you do! You don't have to be so upfront with the question, using coaching as a method of understanding is a great way to achieve this.

I have absolutely no doubt in my mind that through a good use of questioning and an even better use of listening you will be able to not only identify your team's drivers, but also help them establish a need to change.