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Some of the best examples of commitment come from the world of sports. For example, former All-Pro wide receiver Paul Warfield said that while catching passes, “I would block out everything else that was occurring. It was just the football, and I had an obsession with catching it.”

It’s easy for million-dollar players to feel committed, but how does the leader motivate those who make considerably less? That’s the task you have before you as you meet with a colleague who’s lost interest in the job.

Strategies
Before you can counsel such an individual, you need to determine what motivates him and if the job still offers him this motivation; whether he’s burned out; or if he’s burned up. Not until you know what’s behind his actions can you advise corrective actions.

Script
You:    “Eric, thanks for joining me for lunch today. I actually had an ulterior motive. You don’t seem as happy as you once were with the job and I’m wondering if I can help.”

Colleague:    “You’re as perceptive as ever, Vic. I’m not very happy with work right now.”

You:    “Have you reached any conclusions about why you’re feeling like this?”

Summary
You’ve handled a somewhat delicate situation very smoothly. Your questions are not intrusive, but rather, it seems, prompted by a genuine concern for your colleague.

He virtually offers you a further invitation to delve into his business with his next comment: “Got any ideas?”


Fire-Lighting Strategy:    “I’m glad you asked. I’ve been thinking about this because we go way back and I can see you’ve lost some enthusiasm lately. Tell me, what about your job still lights your fire?”
The answer Eric gives will probably provide you with enough clues to diagnose the problem. If he struggles to identify aspects of the job that he still enjoys, it may be time for some new challenges. This can be inside or outside the company. For example, you might suggest that he volunteer as a Subject Matter Expert (SME), teaching co-workers about a particular job function. Or, you could recommend he join a professional association and seek a leadership position within it.

The challenges could come from Eric himself, a colleague such as yourself, or even from Eric’s manager.


Burned-Up Strategy:        “Tell me something, Eric. What aspects of working here ‘burn you up,’ so to speak?”
Again, you’ll be able to diagnose the problem here fairly easily. If Eric has trouble thinking of things, then his job-satisfaction level is probably pretty high. On the other hand, if he goes on and on about things that anger or annoy him, it may be time for him to seek other employment. When the light goes out of a marriage or the joy goes out of a job, the status quo should not be maintained.

If the anger emanates from a single cause, the problem may be easy to fix. But if the person is finding fault with virtually every aspect of the job, he owes it to himself to find employment elsewhere.


Burned-Out Strategy:    “Eric, here are some of the symptoms of burn-out:
•    Expectations are too high
•    The thrill is gone
•    Others have mentioned burnout to you
•    You may have trouble admitting problems
•    The routine has become ‘too routine.’

Do you think burnout is the problem?”

Look up; Look ahead

Don't even think of firing as your first and best solution. Instead, think of firing such employees up. After all, they wouldn't have been hired in the first place if they didn't have potential. With forethought and foresight, you just may be able to move them out of the fire and back into the frying pan in which productivity sizzles.