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143 Getting to the answers is a two-step process. First, you have to prepare employees to talk – help them feel confident that it is OK to give honest answers and that they won't get fired or suffer by communi- cating openly. Second, you must ask employees the right questions to extract the truth. To prepare people to talk, start off by saying, "I know you're fac- ing some tough issues. I'd like to help, but I can't do it alone. I'll keep whatever you say confidential and will use it only to help you." Then, ask the right questions. To ferret out confidence issues, ask: • Do you know what is expected? • Do you think what's expected is attainable? • Can you do what is being asked of you and can you do it on time? For trust concerns, ask the employee: • Do you know what is being offered for good performance? • In your opinion, have we come through on our promises in the past? • Do you expect to get what is offered? • What do you expect to get if you do a good job? • What do you expect to happen if you perform poorly? Finally, to unearth motivation problems related to satisfaction, ask the employee: • What would be satisfying to you? • Is the work meaningful to you? • Is there anything you don't want? • Do you want the things being offered? • Do you want something that is not being offered? Managers who use this approach will find that it takes the guesswork, false starts and missed opportunities out of the search for solutions to employee motivation problems. It also will demonstrate that being a successful motivation manager is often simply a matter of asking the right questions. One, Two, Three.