WorkMatters Tips Issue #39 – February 26, 2008
Publisher: Gayle Lantz mailto:lantz@workmatters.com
https://workmatters.com
WorkMatters, Inc.
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A quick tip to help leaders and executives who need to motivate their teams and themselves, and catapult their business.
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Addressing Poor Performance
I’m sure you don’t like spending time dealing with performance problems, but it’s a necessary evil for managers. Here are some ways to minimize your involvement in problem cases and concentrate your efforts on more productive activities.
Act quickly.
Once you notice potential performance problems, provide immediate feedback to the person. Don’t let things fester. No need to admonish. Make sure the person is aware of the issue before deciding next steps.
Name the issue.
What is it? Be specific. When speaking with the person about the issue, state the evidence. For example, you might say, "I’ve noticed you’re arriving late and leaving early regularly." Note the business result that is being impacted. "Customers have complained that we’re inaccessible. We’re jeopardizing our customer relationships and reputation for high responsiveness."
Don’t overanalyze.
When an employee is performing poorly it’s easy to speculate about what the reasons might be. Maybe he’s having problems at home. Maybe she’s been working too hard. Maybe he’s frustrated in his role and wants a change. Maybe, maybe, maybe. While it’s important to be sensitive to a possible cause, it’s likely something you have little control over.
Reestablish expectations and commitment.
Clarify the results you need to see from the person. Make sure he understands expectations. Ask him to confirm how he plans to meet them moving forward. If he’s unwilling or unable to make the commitment and improve performance, discuss possible alternatives.
Look in the mirror.
Maybe there’s something you’re doing to contribute to the problem, and you don’t even know it.(Yes, I know that might be hard to believe, but you never know.) Even the best managers have trouble seeing their own performance clearly at times.
Don’t let poor performance issues pull you down. Deal with them quickly, calmly and constructively so you can move on to other important matters.
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ON THE LIGHTER SIDE
Negative feedback is better that none. I would rather have a man hate me than overlook me. As long as he hates me I make a difference.
~Hugh Prather
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Reprinted from "WorkMatters Tips," a free ezine produced by Gayle Lantz featuring tips for leaders and executives who want to grow themselves, their team and their business. Subscribe at
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