When managers respond to surveys asking them which duties they avoid or ignore, motivating underperformers tops the list. They further acknowledge having neither the confidence nor the competence to take on this unpopular task, choosing instead to reject those who show little initiative in the hope they’ll get the message and improve on their own.

Unfortunately, that strategy rarely succeeds because the achievers will eventually resent having to carry the workload and look for opportunities elsewhere.

For high performers to feel valued and low performers to carry their share, an appropriate initiative level as depicted below must be found for both.

It is best to start a low performer at level 1, 2, or 3. Then raise the level depending upon how well he or she performs. Adjustments can be made as conditions and circumstances change.

Achievers prefer to operate at level 4, 5, or 6 where they know how far they can go on their own before asking for direction. The examples that follow describe the performance expectation for each level and include examples of how each was applied in a specific situation.

Level 1: Wait for direction

Expecting under performers to do what they think is best is not always a good strategy when conditions are uncertain. In that case, it is probably better to have them wait for updated or accurate information before taking action.

Level 2: Ask for direction

There are times when underachievers should ask for direction, especially when events don’t unfold as previously planned. Expecting them to sit around waiting for direction when faced with a situation that needs immediate attention is not a good strategy.

Level 3: Suggest a direction

Those who deal with the product or provide the service know better than anyone else why something is not working and what to do about it. Their ideas will not be forthcoming, however, unless they’re encouraged to share their views and make suggestions.

Level 4: Act and report immediately

High performers are in the best position to resolve a challenging situation. Achievers should be preauthorized to cope with issues and then report the results of their actions right away.

Level 5: Act and report periodically

High performers know when a situation has the potential for worsening if not corrected. They should be preauthorized to act immediately and report the details at the next meeting.

Level 6: Act until redirected

Achievers are confident in their ability to negotiate agreements, overcome challenges, and respond to deviations. High performers at this level are secure in the knowledge that they have unconditional support from above.

Regardless of your position in the organization it is important for you to consider which of the six initiative levels suits you best. Rather than make that selection on your own and run the risk of rejection, the best option is to confer with whomever supervises your work to determine which level he or she feels is most appropriate for you.