How Do You Get Your Employees To Do

What You Hired Them To Do

Learn six non-effective and six effective responses.

In my experience, most employees join your company with enthusiasm and they have a desire to
contribute and make a difference. They certainly dont start working with you to cause problems
and become less and less productive until they leave or you ask them to leave. So why dont
people do what you want them to do?
The problem is usually related to your management practices. Often the hiring process is an
interruption of regular business operation usually seen as a burden. Because of this, managers
dont take the time required to create the best results. Halfhearted efforts to onboard may be
seen as insincere. Often new employees are left to fend for themselves, to sink or swim. They
may feel neglected and disillusioned when managers are too busy to take the time to train and
mentor them. Without the proper attention, new employees may be indoctrinated and influenced

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by the unstated culture or the way things are really done around here. Usually only then do
they turn into the problem or frustrating employees I most often hear about.
It takes a conscious and concerted effort to help your new employees get off to a good start
and learn good habits. Sometimes even with proper on boarding and training, employees dont
do what you need. Not only is it important they know what to do and how to do it, they must
understand the why! An employees beliefs about the job is a powerful influence on behavior.
A recent situation I became aware of involves a new office manager who is responsible for the
customer service representatives. She recently hired two new CSRs with great experience who
were excited to join the team. The office manager complained she was too busy to train, in reality
she was reluctant to let go of control. Within a month of hiring, these two new employees began
having conflict. Experience was not enough to overcome the lack of training.
I began working with the office manager to help improve the situation. As we were roll playing, I learned of
small behavioral problem with the most experienced CSR. She refused to use a headset, which reduced
the number of calls she was able to take shifting the burden to other team members. She prided herself on
excellent customer service citing Yelp reviews as justification. She claimed she could not hear on the headset.
However, when she used the handset, she had to take time after the call to make notes, were as, if she used
the headset, she could make notes as she talked and provide great customer service to more customers.
Receiving a new headset did not cause a behavior change. Only after we explained and demonstrated the
benefits to our customers and the team did her behavior change.
Problems like these would be much easier solved with proper initial training. When the training
is not given, managers may be shocked that employees they thought would be great,.arent.
Managers respond in many different ways when people do not do what they want them to do or
disappointing behavior emerges. The responses are usually tied to the managers personality and
level of experience.

Here is a list of non-effective management behaviors you

may recognize:
1.
Ostrich theory:
This is about doing nothing and hoping the problem will go away. Are you really surprised when things
do not change?
2.
Auto-correct:
Employees are told what the problem is and is it up to them to fix it. What if they dont
know how?
3.
Persuading:
Person is told about a problem and then told, here is how I would fix it. People will have
much greater buy-in if they own the solution. Your approach may not be the best for
everyone. Recognize there is more than one answer or approach to solving a problem.

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4.
Group grope:
I see this all the time. A manager is fed up with the behavior of a few people and so a
meeting is called and everyone has to hear about the problem. This approach is ineffective
for several reasons. First it demotivates your good employees who are doing what you
asked. Second, the offenders may now feel let off the hook because the general address
makes it seem this is a wider problem. This helps them justify they are not the only one
with the problem and can make it harder to get change. Plus, just dont do it!
5.
Announcing:
Some executives announce the problem and declare how the problem will be fixed. Usually as an
ultimatum. This rarely works because you have almost no buy-in. I see parents of mis-behaving children
make threats and not follow-through. You just empower your kids and employees to not take you
seriously and ignore you.
6.
Replacing:
You fire the person because they did not do what you wanted. I have seen this approach very often.
Managers actually think this is an effective accountability tool that sends a message to others. It is
actually very poor accountability. It is usually an indictment of effete of poor management and usually
sends the wrong message unless it is clearly justified.

Here are some suggestions to help people do what you

hired them to do:
1.
Give them a why:
In addition to knowing what and how to do things; employees need to understand why to
do things. This is an important step that will make an impact on behavior. How people see
the task or behavior they are asked to do impacts their behavior as in the headset example.
The office manager did not initially explain the why. When people understand the why,
it is easier to overcome the beliefs needed to change behavior.
2.
I.H.O.T.:
If your employees know what, how, and why to do things and they still wont, it is time to
use I.H.O.T. or I have observed that This is an effective coaching methodology. See
article How To Get Your People To Change Today.
3.
Modeling:
Set the example of the behavior you want. You may have heard the saying: the beatings
will continue until morale improves! This sounds funny and I have seen variations of it
happen often. If you want better customer service, treat your employees the way you want
them to treat your customers. If you want them to listen to you, listen to them. If you want

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them to follow-through, make sure you always follow-through. Some managers think they
are exempt from the rules. This hypocrisy will destroy your credibility and your ability to
affect change.
4.
Have a plan:
Go into your behavior change initiatives with a plan. Avoid shooting from the hip. If you feel you need
help with your plan, find a trusted advisor in your HR department, a senior executive, mentor, coach,
etc. Review your plans with someone outside your department or organization. This will allow you to get
objective feedback and improve the approach for the best results. Practice your approach. I often role-
play with my clients. I pretend to be the challenging employee or have them give me the objections they
hear and we practice potential responses. This is great for managers with less experience. It will give
them greater confidence to address problems more effectively.
5.
Know thyself:
Understand what help you need. Be willing to admit you dont know how to handle some
situations. Find the resources you need. Many managers get a promotion and they are so
focused on proving they are right for the job, they think they have to have all the answers.
It is better to admit that you dont know everything, and then you will be more willing to
learn. Understand your behavior patterns, your strengths and weaknesses as a leader. This will help
you be aware which ineffective behaviors above to avoid and how to approach the problem which
includes understanding your behavior preferences, motivators, and de motivators and those of your
employee. Each manger has different strengths and can approach the problem differently. There is no
one approach to every problem.
6.
Recognition:
Recognize good behaviors and behavior improvement. Many managers miss this for several
reasons. One, they dont need recognition so they dont give it. This is related to the
fundamental attribution error. Another reason is lack of time, or you feel people should not need to be
praised for what you pay them to do. People will do more of what you incentivize them to do. Incentives
do not have to be pecuniary. They can be a sincere, acknowledgment, or more public recognition based
on the behavior.

Most employees are excited to make a difference when they join your company. It is up to you to determine if
they stay that way by helping them succeed from the minute they join your team.
The author Spencer Horn is the President of Spencer Horn Solutions, LLC
Related topics: Disengagement And The Love What You Do Myth; Is The Fundamental Attribution Error
Destroying Your Team?; How Asking Questions Strengthens Your Team; One Reason A Healthy Culture Is
Essential; The Power Of Accountability

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