Addressing a Performance Issue part 1 Defining Performance Issues
One of the core leadership functions is providing accountability to the performance system - setting clear expectations for performance, staying "present" to the performer, keeping track of the performance and then having a conversation based on the results.
It's that last part - having the performance conversation, and doing it well - that many leaders find difficult. As a result, many avoid the conversations or verbalize in anger, to the detriment of everyone: the performer, who benefits when he or she is doing great work; the rest of the team, who see that person "getting away with it again"; the organization, which fails to get full value for what it is investing in that employee; and finally the leader . The leader who fails to maintain appropriate accountability loses respect of everyone involved, including losing her own sense of efficacy.
So, back to the conversation: how does one address the issue so that the performer owns their performance and brings it to the level that is expected? While some tension may be expected, can this be done in a way that strengthens the relationship?
In a word, YES! I was introduced to a way of addressing these issues about 15 years ago through a video that we used when teaching the state of Mississippi's Basic Supervisor Course. I've since refined both the process itself and the setup based on my immersion in critical thinking skills. The process flat out WORKS!
Over the course of this and the following two videos, I'll outline the performance conversation process. Today's video focuses on what we mean by the term "performance issue" and how to recognize one when we see it. The following video will explain how to word the performance issue - do it right and you're golden, do it wrong and you're sunk! The final videos will walk through the performance conversation process step by step.
Performance conversations don't have to be painful, they can be stepping stone for employee growth. They are, most assuredly, your proving ground as a leader. Can you turn poor performance around? Let's see.