6 Questions to Really Get to Know Your People: Unlocking Employee Motivation

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Employee well-being is under serious strain. Roughly 60% of workers say they're struggling with engagement, and one in five report feeling lonely on the job. This is no small issue for managers. Employees who aren't thriving are less productive, they're less committed, and more likely to have a negative effect on the company's bottom line. That's why you need to be aware of how your team is doing and be ready to step in if any issues arise.

This is six questions to find out how your employees are really doing by Rebecca Knight. It's from the December 2024 issue of Harvard Business Review. All right. Well, even with strong rapport, it can be very challenging to understand how your colleagues truly feel about their roles, their work, their relationships. Especially true for remote workers. Asking the right questions in focused one-on-one settings is key to really getting at the bottom of how our employees are really doing.

So to make sure you're in tune with your people, here are six questions our experts in this article suggest that we go to beyond surface level interactions. So the first one is, how are you showing up today on a scale from 1 to 10? So the trouble with questions like how's life or how you're doing or, you know, what's up lately, you know, that kind of thing, is that they often lead to very superficial responses. That's a superficial question.

They lead to superficial responses. But you know, Asking team members to rate their current state on a numerical scale invites a more deliberate form of self-assessment. This is particularly important for remote workers who may feel isolated and less connected. If someone ranks themselves a four, for example, the follow-up question might then be, well, okay, what factors are contributing to that score?

That becomes a gateway to more reflection, a more deeper understanding of where your employees are. You know, maybe someone is wrestling with a tough project or dealing with stuff at home. Asking follow-up questions can then help you learn things that you might not find out otherwise. One word to the wise, however. Before launching into this conversation, you cannot appear to be plastic. You must set a tone of genuine concern and compassion.

You know, make eye contact. Use good body language here. Use a warm voice signal that you're present. Let them know that this conversation is for them and that you care about them as a human being first, employee second. And that will go a long way to making sure that this question really lands with some impact.

Second question is, what's something you're excited about right now outside of work? So this question really kind of gets at building personal connections by uncovering common interests and exploring differences. So getting to know your team members as people with lives outside of work takes a lot of time, takes some trust, but building this foundation is worthwhile because it makes it easier for people to talk about concerns later on when they need to.

Stay within your colleague's comfort zone here. If someone is hesitant to share, don't press them. As you gain their trust, they'll feel more comfortable opening up to you. Along with this question, try bridging the personal and professional gap by asking, what makes you come alive at work? What really, really excites you about some of the things that we're doing as an organization?

Your goal here is to find shared common threads and what they enjoy and see how those can create opportunities for growth and engagement within the team. Okay, third question. Do you derive meaning from your work? If not, what changes could help? So research has consistently shown that when employees have a sense of purpose and they have a sense of fulfillment at work, they experience greater job satisfaction, and they're much more likely to stay with their organization.

So asking questions like, what parts of your job do you love? What do you absolutely dread about your job? Has this role met your expectations? Or have there been any surprises, good or bad? This is especially relevant for remote employees who may struggle with feelings of disconnection. It's not just about asking. It's about showing that you want to support them and you want to make their work more meaningful. Active listening really plays an important role here. Be curious.

Don't talk too much. When you do speak, echo back what the person has said in your own words. And in this way, they feel heard and you can be sure that you've properly interpreted what they're saying. Question number four, what can make this job or organization more compelling for you in the long run? So here it's about understanding what drives your team members' motivation and commitment. That's critical. Motivation directly impacts engagement.

It influences satisfaction and certainly retention. The key is to be open to their ideas while being transparent about what's out of your hands or not feasible. For instance, if someone says, hey, I want to work from home full time, but that's really not an option, then be upfront about that. Be upfront about what you can influence, what you can't influence, and above all, avoid overpromising. And instead, try to get where they're coming from and brainstorm solutions together.

Bear in mind that some feedback may be actually tough for you to hear. If an employee points out ways that work isn't running smoothly or highlights blind spots, perhaps, in your approach, then it's natural for you to maybe feel some defense there, get defensive. But avoid pushing back or interjecting at all costs. I mean, this meeting is about understanding their perspectives, not just justifying what you're doing as a manager. Number five, what makes you feel depleted or drains you at work?

And what can I do to support you? So your team members may be dealing with various challenges that you might not fully know about. Difficult assignment, a difficult person that they're working for, a complex team dynamic. Identifying these roadblocks and concerns can help you provide the right support. The goal is to find out what could make it easier for them to perform at their best and whether there's anything at all that you can do to facilitate that.

So the article suggests probing about tasks they feel are a waste of time or whether they need clarification or expectations reset, what have you. But it also points out to be very careful here not to come across as micromanaging. Otherwise, you risk damaging your relationship and hurting their productivity. You don't want them to leave the conversation feeling like that you're trying to dictate every detail of their work.

And finally, number six, what are your career goals and dreams? What can I do to help you move towards them? So many managers never bothered to ask their employees about their long-term professional aspirations, and that's a big miss. The more you recognize your team members as people with ambitions, people with dreams, not just cogs in the machine, the better you'll understand how they feel about their jobs and their future with your company.

So to move beyond just routine check-ins, the articles suggest that instead of, you know, I know we usually talk about business only, but today I want to ask you about your professional goals. My objective is to ensure I'm helping you move towards them and to see if there's any way I can help.

I remember on a recent podcast, you know, if you're doing weekly one-on-ones, maybe you carve out one of those every month to just talk about your direct reports, professional goals, and their IDP, their individual development plan, or what have you. So carve out specific time to talk about their career aspirations.

And remember, it's not just about collecting information. It's about using what you learn to then support their development, whether you suggest targeted training, a stretch assignment, perhaps, or opportunities to showcase their skills. Your aim is to show that you've invested in their growth.

There certainly isn't a universal approach to these conversations. It's important to choose questions that really resonate with you. Make sure it's your voice that's coming through. Considering the dynamics of the relationships. Experiment with different questions to find your rhythm and feel what's right. Ultimately, it's not about the questions. Honestly, it's more about your sincerity and genuine interest in their answers and what they want to do with their career.

This means listening attentively, delving into what they share, and offering support whenever possible. And if you ask questions like this and really get to know your people, They'll be motivated, they'll be more productive, they'll be safer employees, and ultimately more happy to be working with you and your organization. And until next time we meet in the Manager Lab, do good work.