g made against the goal, be very explicit and deliberate about showing objective performance measures and progress against the measure. Objectivity is very important here; if you are concerned about being objective, use a trusted Some employees are true self-starters and seem to motivate themselves to excel. But even with your highest flyers, there could be times where he or she hits a funk and needs some positive motivation. Look to these tips to help you through the trial:

Make sure the goal is crystal clear - The first step in motivating an employee is ensuring he very clearly understands the goal and when it needs to be met. If goals aren’t clear or if you can’t articulate the goal yourself, spend time getting clarity with both yourself and the employee.

Put them on the same side of the table as you - Design your rewards (financial, prestige, etc.) around attainment of the goal and get them working with you as opposed to against you. Putting some tangible rewards around goal attainment will allow the employees to see the fruits of their labor.

Don’t be afraid to expose poor performance - If progress isn’t being made against the goal, be very explicit and deliberate about showing objective performance measures and progress against the measure. Objectivity is very important here; if you are concerned about being objective, use a trusted c

ou through the trial:

Make sure the goal is crystal clear - The first step in motivating an employee is ensuring he very clearly understands the goal and when it needs to be met. If goals aren’t clear or if you can’t articulate the goal yourself, spend time getting clarity with both yourself and the employee.

Put them on the same side of the table as you - Design your rewards (financial, prestige, etc.) around attainment of the goal and get them working with you as opposed to against you. Putting some tangible rewards around goal attainment will allow the employees to see the fruits of their labor.

Don’t be afraid to expose poor performance - If progress isn’t being made against the goal, be very explicit and deliberate about showing objective performance measures and progress against the measure. Objectivity is very important here; if you are concerned about being objective, use a trusted

ate the goal yourself, spend time getting clarity with both yourself and the employee.

Put them on the same side of the table as you - Design your rewards (financial, prestige, etc.) around attainment of the goal and get them working with you as opposed to against you. Putting some tangible rewards around goal attainment will allow the employees to see the fruits of their labor.

Don’t be afraid to expose poor performance - If progress isn’t being made against the goal, be very explicit and deliberate about showing objective performance measures and progress against the measure. Objectivity is very important here; if you are concerned about being objective, use a trusted

working with you as opposed to against you. Putting some tangible rewards around goal attainment will allow the employees to see the fruits of their labor.

Don’t be afraid to expose poor performance - If progress isn’t being made against the goal, be very explicit and deliberate about showing objective performance measures and progress against the measure. Objectivity is very important here; if you are concerned about being objective, use a trusted

g made against the goal, be very explicit and deliberate about showing objective performance measures and progress against the measure. Objectivity is very important here; if you are concerned about being objective, use a trusted colleague or HR representative to cross-check you.

Clearly articulate the consequences of continued poor performance - Ensure the employee knows what can happen if performance doesn’t improve. It could be loss of financial reward, a lower job title, or in extreme cases, termination. Again, be objective and use a trusted colleague or HR rep if necessary.

Follow through - Don’t make idle threats or statements that the employee knows you won’t follow through on. If you set a goal to be achieved by a certain date and both your reward and consequence are clear; be prepared to follow through on either the reward or consequence.