Improving Employee Performance

Ralph is a construction superintendent. He knows his stuff on the job, and his crew chiefs and crews like him. Ralph is a pleasant sort of guy and generally treats his workers well. He trusts his people, and most of the time things work out okay. The trouble is that when Ralph has someone working for him that is blatantly taking advantage of his good nature, he tends to let it go. When things eventually get to the breaking point and Ralph feels forced to do something, the result is not a pretty sight. By that time he has built up strong resentment at being taken advantage of. So when he finally takes action, he blows up and lets the employee have it with both barrels. Sometimes he even fires the person on the spot if the situation has gotten really bad. Ralph’s usual good nature is cast aside as he gives in to his temper. After all, Ralph says, the employee was clearly in the wrong and deserved it, but he admits he sometimes feels bad about the way it worked out.

Holding Employees Accountable for Performance

Perhaps you know one or more Ralphs. Perhaps you have even been there yourself. Most of us want to be fair to others, and sometimes we bend over backwards to overlook problems, thinking the employee will come around…or worse, simply from uncertainty how to handle the problem or unwillingness to do what we know needs to be done. You may have one or more employees whose performance is deficient and who clearly need to be called to account for their poor performance. You need to confront them.

The word “confront” may have negative connotations to many. It may bring back memories from the past of harsh discipline from adults when you were a kid, a neighborhood bully, or the tyrant boss you worked for years ago. But “confront” does not have to mean losing your temper, issuing threats, or taking aggressive actions.

Like Ralph, in the example above, you will occasionally have employees who are not performing adequately. If you are their boss, it is your responsibility to do something about their performance. Performance management is a vital role for anyone in a leadership position. “Doing something” means taking action right away before the situation gets out of hand. If you, like Ralph, wait and let the examples of poor performance build and build, you may reach your boiling point. Then it becomes difficult to control your anger, and you are likely to do or say something you may regret.

Doing It the Right Way

Confront positively by taking action early when you can still have a civil discussion with the employee: “I saw that you did (or failed to do) “X.” That’s not what I expect from you. Tell me what happened.” This approach gives you the opportunity to let your employee know: 1) you know they have been failing to perform—and you are not going to let them get away with it; 2) the standards of acceptable performance and what they have to achieve; 3) you are available to help the problem is legitimate and they are struggling. This approach allows you to be in control in a positive way. It’s also easier to talk to someone about something unpleasant when it’s a small thing than when it has gotten huge.

When you take action early you are less likely to have resentment built up within you. Controlling your temper is much easier. If you do not explode with fury, you may be able to save the employee. Some employees (and sometime our children) push us to see what they can get away with. If we show them the boundaries and make the boundaries stick, this may be enough motivate better performance.

If things don’t improve after a positive confrontation or discussion, institute progressive discipline. This can sometimes serve as the necessary “wake up call” for a sloppy employee, and if the situation does not improve do not hesitate to terminate. Just be sure you have documented (written down and dated) all your efforts to work with the employee to help them improve performance.

Before you fire someone, be sure you have honestly and openly confronted them. You can be firm without being angry, especially when you deal with problems early. Termination is a very important strategy to have at your disposal, and it’s surprising how many organizations let poor performance continue without taking action to remove the offenders. When you allow a small number of poor performers to keep their jobs without addressing the problem, you create resentment and poor morale on the part of your good performers. Positive confrontation is a skill you absolutely must master if you are a supervisor or manager—your employees’ good performance depends partly on your being firm without being a tyrant.

Source: www.what-are-good-leadership-skills.com, ©Emily A. Sterrett, Ph.D. Reprinted with permission.