Every manager is confronted with subordinates whose efforts or results are below expectations. Yet, it isn’t easy to express displeasure in a way that is constructive and will drive improvement. How to encourage and aid the progress of under performing employees?
Tackle the problem openly
Present the problem clearly, explaining how you see things:
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Present the facts and their negative consequences.
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Use precise and factual language, without making personal attacks or value judgments.
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Avoid exaggerations which would undermine the credibility of your message.
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Encourage people to share their perception of things with you to facilitate a shared understanding of the situation.
Provide the means to improve
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Try to reestablish positive momentum, e.g. Encourage the employee to think about possible next steps and about what could be done to improve his or her performance. Agree on a concrete list of initiatives and an execution timeframe.
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Take time to think about the best way to support the employee, e.g. Plan regular updates, adapt your management style, etc.
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Set a date to check up on the situation in a few weeks or months.
Take action !
Get an underperforming team member to reformulate his/her top three priority objectives (30 min)
Managers and the people they manage do not necessarily share the same understanding of what is expected.
Ask a staff member who needs to demonstrate progress what are, in his/her own opinion, the three priority objectives for the period and the level of results that are expected.
If there is a perception gap between the two of you, ensure you clearly state your expectations. If your staff member cannot take ownership, there is little chance of progress.
Be as concrete as possible: for example, describe the situation, behavior and expected outcome. It will be much easier to confront this staff member on his/her performance in the future.
Raise a behavioral issue (30 min)
Many managers would rather avoid discussing behavioral issues, which finally become routine.
Carefully prepare the meeting: make an appointment, and collect the facts that will support your message. This is not about judging a person but about highlighting an issue.
Start by exposing your point of view. Make sure it is understood before you engage in a conversation. What behavior did you observe? How does it constitute an issue according to you?
Listen and question your team member to understand potential differences in perception, and where the problem stems from. Invite the team member to imagine possible solutions.
Draw up together an action plan, and plan the next meeting.
Set and monitor intermediary objectives for a team member who experiences difficulties (1h)
Team members experiencing difficulties often need regular and detailed monitoring of their performance.
Devise with a team member experiencing difficulties a detailed plan of his/her progress and results’ objectives. To achieve this, break down the overall objective into intermediary objectives that will help him/her perceive he/she is progressing.
For each of these objectives, identify its target level and the minimum level to absolutely achieve. He/she will thus be able to focus efforts on an objective that seems reachable.
Plan regular reviews to monitor progress, as well as the manner in which these results are achieved. Offer your help or that of an experienced colleague as soon as the staff member deviates from these intermediary objectives.
Practical Tips
> Dare to demand more from your team
> Dealing with underperformers
> Raising behavioral or performance issues
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