How To Manage Poor Performance
Most managers in most organisations have developed a preferred style of managing the people in their teams. The problem with this is that there will inevitably be three different levels of performance present in the team; below standard or expectations, average performance and exceeding expectations. So, just how do you manage someone who is performing at a level that is below expectations? Try these six steps to help you.
1. The first thing to do is to make sure that they are clear about what is expected of them since many are not and nor do they telepathically know. Assuming that they do know, it is vital that you provide immediate feedback that they are underperforming. If you don't, they might be forgiven for thinking that they are doing OK. Your feedback should obviously be focused on what they do, not on who they are. It should describe the specific actions that are not satisfactory and what you would like to see as an alternative. Secondly, if you do allow underperformance to go unaddressed, your credibility in the eyes of others might take a significant fall.
2. The next thing to do is to make sure that you are providing an appropriate level of challenge to the person concerned. The chances are that they are lacking either will, skill or both. Either way, you need to make sure that you are not expecting too much of them. Perhaps they have a training requirement that needs to be addressed before they can be expected to complete a specific task that you have set for them.
3. It may be that the underperformance is due to a lack of resources; either tangible or intangible. While resources such as money, materials, manpower and time are crucial to success it is just as important that you provide them with 'emotional' resources including your confidence and support.
4. There is, of course, a chance that the team member in question is aware that they have performance issues. If this is the case they may well be feeling under pressure. As a manager you can do a lot to increase the pressure without perhaps realising it; just a roll of your eyes might be enough. So, be careful that you do not inadvertently increase the uncertainty and lack of confidence that they may be feeling.
5. Resist the temptation to use threats as a means of increasing their level of performance as this may have negative consequences. Firstly, it will do nothing for your credibility as a manager. Secondly, if you do make threats you may find yourself in a position where you have to carry them out or lose face; and it just might be that the HR department might not appreciate your actions or comments!
6. Ultimately, however, you may have to ask yourself the question, "Are they capable of being developed or are they just a square peg in a round hole?" As someone once said, "If you can't change the people, you may have to change the people." If this is the conclusion that you are drawn to make sure that you have exhausted of the all the options to you. Also, please ensure that you take this last line of action legally and in a way that leaves the person's dignity intact.
These 6 steps will give you some points to think about in order to manage someone who is performing below standard or expectation. Allied to these points is a need to understand their motivation.
About the Author
Ian Henderson is a highly experienced trainer, consultant and speaker. In a 20 year career he has worked with thousands of people from a wide range of organisations in the UK, the USA, Europe and Africa. He is the director of training of Eagle Training Ltd, one of the UK's leading management and leadership training companies. For more information go to http://www.eagletraining.co.uk
Tell others about
this page:
Comments? Questions? Email Here