The motivational talk on the workplace

Be optimally prepared for your next motivational talk. Structure the conversation beforehand and think about the desired conversion goal. Below, we offer an approximate variant of a proper motivational speech.

  • Step 1: Create a positive atmosphere

The basic requirements of every conversation are courtesy and friendliness. Try to face your interlocutor without bias and without personal judgment. Greet him with a smile and – if usual in your company – with a handshake and thank him for coming. Sit down at a tidy table with only your interview documents on it. Do not sit exactly opposite your employee, but over the corner. This makes the conversation more informal and avoids adding to the situation the aftertaste of an interrogation. Concentrate on your conversation partner, keep eye contact, speak calmly and not too hastily. This also conveys a positive atmosphere of appreciation and reduces possible tensions.

  • Step 2: Discuss the occasion of the motivational talk

Outline the reason for the conversation, explain the goal and name the time frame. This way, your counterpart knows what to expect and can better contribute to the clarification. Therefore ask him to summarize the essence of the problem again in his own words.

  • Step 3: Clarify the position of the employee

In order to filter out similarities and differences and to be able to better coordinate the topic of conversation, ask your staff for their opinion on the topic. Take notes and do not interrupt. If something is unclear to you, follow suit, avoid misunderstandings, and possibly talk past each other.

Tip: Pay attention to the body language of your counterpart. Above all, respond to signals of withdrawal and seclusion, such as cramped arms or “making yourself small in the chair”.

And try to spend more time somewhere outside the office, in the fresh air. For example, with motivating phrases to reduce tension.

  • Step 4: Name your point of view in the motivational interview

Represent your own perspective, which you substantiate with concrete facts and examples. And: Confirm the position of your employee or convince him from your own point of view. It would be best if you have prepared your arguments and possible counter-arguments in writing from your employee’s side. By the previously written argument, you feel safe and convey this also to your counterpart. The interview is thus characterized by a clear, objective and relaxed conversation atmosphere.

  • Step 5: Break down negative factors
  • Create trust by responding to the feelings of your employees. Accept, previously reacts emotionally. Make sure, however, that you do not lose sight of the purpose of the conversation. If the conversation threatens to culminate, interrupt it politely but firmly. Do not respond to aggression with counter-aggression. Say you think the call is deadlocked and look for causes that are responsible for it. Avoid complaining about certain abuses in the team or behavior of the employee, but formulate softer self-messages such as “I have the impression that you are slightly overwhelmed with the project. “Or:” I think you could be more collegial than Mr. Meier. “
  • Step 6: Find a common solution in the motivational interview

Work out a mutually acceptable solution with your employees. Be flexible and tolerant. If your counterpart does not want to change his mind immediately, postpone the point and offer him to think about it and possibly ask for more information so they can discuss it again at another point in time. It is important to set the date for the follow-up call already. Because, despite all the concessions, you should under no circumstances lose sight of your conversion goal, as this would damage your leadership skills and your order.

  • Step 7: Complete the motivation interview with a summary

Summarize the most important points. Discuss compromises and differences again. Record the results in writing and pass on a copy to your interlocutor. Do not forget to check the result after some time, and give feedback to your staff by acknowledging it or by asking for it again.