Discovering a hidden agenda through observation and feedback
Seldom do employees with hidden agendas uphold the same goals as the organization, especially if they become disengaged or even unmotivated. However, a thought process of mutual understanding may be achieved with the right coaching and guidance from leadership. I recall observing behaviors that made me think of employees intentions and true satisfaction, and how to gauge their loyalty to the brand. During these observations I discovered minimal effort, resistance to pick up new tasks, and an overall bad attitude towards projects presented.
When I looked deeper into the subjects they began to advise the workload was too much, the timing was unrealistic, and the compensation did not uphold the tasks they were asked to do. Upon further inquiry and feedback I realized the employee was dissatisfied with pay and requesting advancement. It was apparent the employee was not bought into the brand, and unsatisfied. This was then notified to Senior Leadership and further addressed. By supplying a development plan we kept the team member engaged in meeting goals and offered monetary compensation, once they met metrics. This helped to guide the employee towards the company’s agenda and disengage from their hidden agenda to negate work.
Ultimately, the team member made the time and completed the work, they just needed the right observation and communication response to feel newly satisfied.
Teresa,
I enjoyed reading about your approach to this situation, about how the right set of observations and feedback can get to the core of what’s happening. The difference in outcome – compared to what happens without those thoughtfully considered observation and feedback processes – is really striking. Great instructive example!
Katrina
Thank you! You know it’s only with true observation that we can transpire the realities.
Thanks,
Tere