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Checklists for Motivation Conversation

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Example Checklists (5)

1
Standard Motivation Conversation
2
After a Promotion Failure
3
After High Workload
4
In Case of Imminent Resignation
5
Return from Leave of Absence
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Standard Motivation Conversation

This checklist provides a universal guide for managers to conduct an effective motivation conversation. It is designed to strengthen the intrinsic motivation of employees, recognize their strengths, and define shared goals that consider both individual needs and corporate objectives. It is applicable in most standard cases where a general enhancement of motivation or engagement is desired.

Progress: 0/16 (0%)

1Preparation

What should be achieved by the end of the conversation? A clear goal helps maintain focus.
Concrete examples strengthen appreciation and create a positive basis for discussion.
Consider what might have driven or demotivated the employee (e.g., new projects, routine tasks, team dynamics).
A quiet place and enough time signal appreciation and enable open discussions.

2Beginning the Conversation

Start with a positive statement about the collaboration or specific achievements.
Explain that it is about strengthening the employee's motivation and satisfaction.
Invite the employee to share their perspective and listen actively.

3Main Part of the Conversation

What is going well? Where are the difficulties? What is currently motivating or demotivating?
How can these strengths be better utilized? Are there untapped talents?
Where does the employee want to develop? What support is needed?
How can individual motivation contribute to the success of the team/company?

4Conclusion and Agreements

What will be done by whom and by when? (e.g., new project, training, role clarification).
Who is responsible for what? What resources or support can the manager provide?
Summarize the key insights and thank the employee for their openness.

5Aftercare

Record the discussed points in writing and review the implementation.
Show that you are interested in progress and offer further support.

After a Promotion Failure

An employee who has strongly advocated for a promotion and did not receive it can feel demotivated and disappointed. This motivational conversation aims to address the disappointment, recognize the employee's performance, and present new perspectives and development opportunities to maintain motivation and engagement in the long term.

Progress: 0/11 (0%)

1Preparation

Be transparent and factual, but avoid blaming or justifying.
Consider what opportunities exist to challenge and develop the employee in other ways.
Gather concrete examples of their excellent work to show appreciation.

2Beginning of the Conversation

Address the disappointment directly and demonstrate understanding of their feelings.
Emphasize that the decision was not due to a lack of performance.

3Main Part of the Conversation

What does this mean for you? How do you see your future here?
Explain which aspects led to the decision and where there may still be development potential.
Offer new, exciting perspectives within the company.
Focus on the future and create new challenges.

4Conclusion and Agreements

What will be done to achieve the new goals? What support do I offer?
Show continuous interest and support.

After High Workload

Employees who have been exposed to a high workload over an extended period may show signs of exhaustion or demotivation. This motivational conversation aims to express appreciation for their efforts, discuss potential relief measures, and ensure the long-term motivation and well-being of the employee.

Progress: 0/11 (0%)

1Preparation

Which projects/tasks were particularly intense? When was the pressure high?
Are there resources that can be allocated? Can prioritization be adjusted?
Prepare the employee for a discussion about their well-being.

2Beginning of the Conversation

Start with a sincere thank you and acknowledge their efforts.
Allow the employee to share how they experienced the period.

3Main Part of the Conversation

How are you feeling currently? What was particularly challenging?
What led to this situation? (e.g., staffing shortages, unclear processes).
What can be done in the short term? Which tasks can be delegated or postponed?
Are there unused vacation days? How can personal life be strengthened?

4Conclusion and Agreements

Document who will implement which measures and by when.
Show that you are keeping an eye on the situation.

In Case of Imminent Resignation

An employee has indicated that they are considering resignation or have already received an offer. This motivational conversation is critical to understanding the reasons for their intention to leave, showing appreciation to the employee, and possibly developing counteroffers or alternative perspectives to retain them in the company.

Progress: 0/13 (0%)

1Preparation

Identify why the employee is valuable to the company.
Consider what factors may have prompted the employee to think about leaving.
What can the company offer to retain the employee?

2Beginning of the Conversation

Address the rumors/signals directly and impartially.
Emphasize the value of the employee to the team and the company.

3Main Part of the Conversation

Why are you thinking about leaving? What motivates you to do so? What are you missing here?
Demonstrate empathy, even if the reasons are difficult for you.
What needs to change for you to stay? Are there unfulfilled desires?
Offer new, attractive challenges or roles.
Be honest about what is feasible and what is not.

4Conclusion and Agreements

What does the employee need to make a decision? When will we talk again?
Offer to clarify further questions or provide information.
Regardless of the decision, emphasize the value of the person.

Return from Leave of Absence

An employee returns to the team after a longer leave of absence (e.g., parental leave, sabbatical, extended illness). This motivational conversation aims to facilitate reintegration, alleviate any fears or uncertainties, and strengthen motivation for returning to work. The goal is to create a positive and supportive atmosphere and fully reintegrate the employee.

Progress: 0/13 (0%)

1Preparation

What has changed during the absence that could be relevant?
What are the first steps to facilitate reintegration?
Prepare the team for the return and ask for support for the colleague.

2Beginning of the Conversation

Create a positive and welcoming atmosphere.
Let the employee share how their time away was, if they wish.

3Main Part of the Conversation

How are you? What are your expectations for the initial time back?
Inform about relevant personnel, structural, or project-related changes.
What tasks should the employee take on first? Are there any adjustments?
Who can help with questions? Are there mentors or specific onboarding aids?
Are there possibilities for remote work, flexible hours, etc., to ease the transition?

4Conclusion and Agreements

What are the first tasks? When will there be a follow-up?
Provide close support in the first weeks.
Emphasize that the employee can approach you anytime.

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