Joshua Marker

It could also be because you haven't shown it's useful. "Data" is a very generic term, and not everything is amenable to quantitative measurement. Some decisions are best made by just being an expert. But if you think 'data' is the right path, then share your process (and your data). Go be correct, and get better results or make better predictions than you otherwise would. Then people will want to know how you did it.

It's not enough to divide your team into two groups to get results out of a control. Rather than wearing a white coat to work and pretending to be a scientist, find incremental and quantitative measures, and design your training materials well. Have confidence in them measure outcomes. Why? Setting up a controlled intervention that yields valid results is almost impossible. While an 'experiment' need not be double blind (this isn't medicine) there's simply too much variation to use these methodologies for something so complex without thousands of employees. Put another way: if you don't work with statistical significance every day, you probably won't benefit from this approach.

Feedback can be made relevant via fear or respect. The best kind of respect is self-respect. So your feedback should already be on an attribute or behavior recognized by the individual as meaningful to them. If it's not, you need to do your job before you tell someone else how to do theirs; back up, and build up that respect. This conversation is a two-way one. If the performance you're talking about isn't something recognized by the expert (the person doing the work), you may have something to learn. But assuming you're talking about a behavior or skill that your colleague has agreed is useful, you are resuming a conversation. Ask them what they think about it. Share what you think, and why. Then, discuss.

In my experience, motivation has little to do with remote vs in-person, and everything to do with communication, clarity, and community - leadership. That said, some things are hard to do remotely so travel to get your contact if you can. But it's important to recognize that being unmotivated may not be about you. It could be that you're in the wrong place or the wrong job. Paying the bills is important, but many people find that they are unsatisfied with jobs that ultimately serve little purpose in the world. Consider finding another employer, or another line of work.

To 'transparent and honest' I'll add 'be thorough'. Show that you've considered the alternatives and their costs and benefits; show in particular what has -changed-. Have predictions that justify why the change is not a temporary variation but something that warrants a pivot. You're the expert; conflict just means that you need to peel back a layer, out of mutual respect, and show some more details. Second, this shouldn't be a surprise to anyone. Telegraph that you're considering a pivot, and why, early, and explain the avenues of research. This may get stakeholders on board, or at least surface their concerns and ideas. Then, own it, as usual.

Before even you make the assumption, the first question is to ask whether -they- feel like they are 'underperforming'. Keep in mind that only in some cases does this feel like 'underperforming'; it may to them realize as a feeling that they can't manage what they're being asked to do. Your perspective is not theirs, and assuming yours will prevent you from understanding theirs and thus from being effective.