GETTING MORE THAN THE MINIMUM

	Even if an employee's efforts rarely rise above the barely
adequate, labeling the person as someone who just does the
"minimum" is misleading.  It tempts you into thinking that
performance is a set commodity--and that the employee isn't going
to improve.

	Don't be misled.  Instead, try these steps toward getting
beyond the "minimum."

	AVOID LUMPING.  Labeling can make it easier to generalize
about performance than do something about it.  Make sure you treat
each element of an employee's performance distinctly, praising
what's good and coaching in areas that need improvement--rather
than lumping everything together into a barely palatable stew.

	ASK FOR WHAT YOU WANT.  Minimal performance frequently
results from employees not knowing that anything more is expected
of them.  Blaming workers for leaving unstated expectations
unfulfilled is like leaving only a small tip for a waiter who failed to
bring the ketchup you wanted but never asked for.

	INVESTIGATE WORK PROCESSES.  What look like "C-minus"
results to you may require "A-plus" effort from employees if their
paths to productivity are strewn with obstacles and disincentives.
Observe workers in action.  Watch for sources of needless frustration,
such as lack of timely information.  Ask what could help them do
better.  Then make a maximum effort to give them what they need--
and to remove whatever's getting in their way.

	WHEN YOU'VE TRIED EVERYTHING, TRY AGAIN.  Well-
intentioned supervisors are often permanently frustrated when
motivational techniques they try once don't work.  In many cases, all
that's needed is some minor adjustment for an approach to produce
positive results.  Consult with colleagues, your boss, and the worker
involved about fine-tuning your motivational efforts.  Demonstrating
your own willingness to keep trying can help workers do the same.

	Finally, be poised to praise workers when they do rise above
the ordinary.  They need your steady support to move from
humdrum performers to home-run hitters.

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