How to Trigger Self-Reflection in a Low-Performing Employee
Because Feeling Disappointed in Oneself Is Motivation to Change
“We cannot change what we do not acknowledge.”
from Dr. Phil
There is plenty of advice on how to self-reflect… and on the value of self-reflection. Because feeling disappointed in oneself is motivation to change, perhaps the strongest motivation of all. And as a leader, how do you trigger this in a team member that is underperforming and who you want “to see the light?”
Because the ability to foster self-reflection among employees stands as a cornerstone for cultivating a culture of continuous improvement and growth. This becomes particularly salient when addressing the challenge of a low-performing employee.
Here are some key psychological strategies used to foster self-reflection:
1. Self-Determination Theory
Self-Determination Theory emphasizes the role of autonomy, competence, and relatedness in motivation. By encouraging employees to identify their own goals and the steps needed to achieve them, you tap into their intrinsic motivation.
2. Cognitive Dissonance Theory
Cognitive Dissonance Theory suggests that people experience discomfort when their beliefs, attitudes, or behaviors are inconsistent with each other. By carefully highlighting discrepancies between an employee's desired performance level and their actual performance in a supportive manner, you can create a psychological state that motivates them to engage in self-reflection to reduce this dissonance.
3. Growth Mindset
Developed by Carol Dweck, the concept of a growth mindset—the belief that abilities and intelligence can be developed through dedication and hard work—encourages self-reflection and continuous improvement. Framing challenges and feedback as opportunities for growth rather than signs of failure can encourage employees to adopt a growth mindset and engage more deeply in self-reflection.
4. Reflective Practice
Reflective practice is a key component in professional development, drawing from experiential learning theory (David Kolb). It involves thinking critically about one's work and experiences to learn from them. Encouraging reflective practice through questions or structured reflection sessions helps employees make sense of their experiences, identify areas for improvement, and plan future actions.
5. Feedback Intervention Theory
Feedback Intervention Theory suggests that feedback is most effective when it directs attention to the task rather than the self. By providing feedback that focuses on specific behaviors and outcomes, rather than personal traits, you can encourage employees to reflect on their performance in a constructive manner, fostering a positive orientation towards self-improvement.
6. Social Comparison Theory
Social Comparison Theory posits that individuals determine their own social and personal worth based on how they stack up against others. In a workplace setting, creating opportunities for peer feedback and mentorship can leverage social comparison positively, encouraging employees to reflect on their performance in light of their peers' achievements and feedback.
None of these strategies work stand-alone. They have to be part of a structured and delicate process. A leader does not just step in and immediately trigger the desired outcomes. There are a number of sequences, here is one that has worked well for me:
Establish a Trusting Relationship: Begin by laying a foundation of trust. Without trust, any attempt to encourage self-reflection may be perceived as criticism or, worse, a personal attack. Demonstrate your commitment to their success and well-being, ensuring that the dialogue is a two-way street.
Engage in Open Dialogue: Initiate a conversation with the aim of understanding rather than judging. Ask open-ended questions that encourage the employee to articulate their experiences, challenges, and perceptions of their performance.
Provide Specific, Constructive Feedback: Feedback is a powerful tool when delivered correctly. Focus on specific instances of performance, both good and bad. Avoid generalizations that can lead to defensive behavior.
Facilitate Self-Assessment: Encourage the employee to engage in self-assessment through reflective questions like. By doing so, you empower the employee to take ownership of their growth and identify their areas for improvement. Here are a few examples:
"Looking back over the past few months, which aspects of your work do you think were most successful, and why do you believe they were successful?"
"Can you describe a situation where you faced significant challenges in your role? How did you address them, and what was the outcome?"
"When last did you encounter a problem at work that required a creative solution? How did you approach it, and what was the result?"
"How do your work habits directly impact your performance? Are there any habits you believe you need to change or improve?"
"What new skills or knowledge have you acquired recently? How have you applied them to your job?"
"What are your professional goals for the next year, and what steps do you need to take to achieve them?"
"How do you believe your work contributes to the team's and the company's overall goals and objectives?"
"Can you share an instance where you had to adapt to a significant change at work? How did you manage the transition?"
"Think about the feedback you've received in the past. How have you used it to improve your performance?"
Set Clear, Achievable Goals: Goal setting is critical in transforming self-reflection into actionable outcomes. Work with the employee to set clear, achievable goals that are aligned with their personal development and the organization's objectives. These goals should be specific, measurable, attainable, relevant, and time-bound (SMART).
Offer Support and Resources: Make it clear that the path to improvement is not one they walk alone. Offer support and resources, whether it's training, mentoring, or more frequent check-ins. This support system not only facilitates their growth but also reinforces your commitment to their success.
Celebrate Progress: Recognize and celebrate progress, no matter how small. Acknowledging improvements reinforces positive behavior and motivates the employee to continue on their path of self-improvement.
Triggering self-reflection in a low-performing employee is a delicate art that requires patience, empathy, and strategic planning. The goal is not just to improve performance but to inspire a journey of continuous self-improvement and development.