"Well, of course she didn't say anything," Mona laughed. "She's Agnes!"
Thomas wasn't so amused. "I know, she's always been kind of a lump. But I'm her boss now, so I can't just take"—he imitated Agnes' vague shrug—"for an answer. I just don't get why she's so disengaged."
"But she isn't disengaged," Mona noted. "She's conscientious, she's got talent, she seems to care about the customers and the team. She's just ? really, really comfortable. You and most of us have more drive and energy. It's just different, that's all."
Thomas nodded. "Maybe you're right. But I'm afraid if Agnes doesn't start showing some more energy, she's going to get left behind."
Employees like Agnes—competent, yet complacent—pose a challenge to many front-line managers. Sometimes, it's best (and easiest) to chalk their lack of drive up to personality and leave it at that. But managers need to get their people to work at their full potential. Here's...(register to read more)