Addressing Lack of Initiative in Performance Reviews

When conducting performance reviews, one of the most challenging aspects can be addressing a lack of initiative. This issue can manifest in various ways, from missed deadlines to minimal engagement in team projects. Below are three diverse examples that illustrate how to effectively address this concern during a performance review.

Example 1: The Unmotivated Team Member

Context

This scenario involves an employee, Sarah, who consistently waits for instructions rather than taking the initiative to tackle tasks independently.

During the performance review, the manager initiates the conversation by acknowledging Sarah’s strengths but highlights the need for increased self-motivation. They discuss specific instances where Sarah could have taken the lead on projects but did not. The manager encourages her to identify areas where she can contribute ideas and take ownership of her work. They agree on setting quarterly goals to help Sarah develop her initiative skills.

Notes

• Variation: The manager could suggest training sessions focused on leadership and initiative.
• Follow-Up: Schedule regular check-ins to monitor progress toward her initiative goals.

Example 2: The Project Deadline Dilemma

Context

This example features Tom, a project coordinator who frequently misses deadlines because he waits for others to provide direction.

In the review, the supervisor addresses this issue by presenting data on project timelines and emphasizing the impact of Tom’s delays on team performance. They discuss how taking the initiative to prioritize tasks can lead to better outcomes. The supervisor suggests using project management tools to help Tom visualize deadlines and responsibilities, empowering him to take charge of his projects. They also agree on a plan for Tom to lead a small project as a way to practice taking initiative.

Notes

• Variation: Implement a mentorship program where Tom can learn from a more proactive colleague.
• Follow-Up: Set specific deadlines for Tom’s small project to encourage accountability.

Example 3: The Disengaged Employee

Context

In this case, Jessica is a marketing associate who shows little interest in contributing ideas during team meetings.

During her performance review, the manager points out Jessica’s excellent execution of tasks but questions her lack of engagement. They discuss how her insights could greatly benefit the team and suggest she prepare at least one idea for each meeting moving forward. The manager expresses confidence in her abilities and offers to provide resources for professional development, such as workshops on creative thinking and brainstorming techniques. Together, they set a goal for Jessica to present her ideas at the next team meeting.

Notes

• Variation: Introduce a system where team members can share ideas anonymously to encourage participation.
• Follow-Up: Monitor Jessica’s contributions in meetings and provide constructive feedback.