Let's talk about a topic that many new (and even more experienced leaders) tend to skirt around: under-performing employees. It's not an easy subject, but as leaders, it's crucial that it be addressed head-on.
Consider this: how many of the following strategies do you employ to mitigate the effects of gaps in the quality of work output from your weakest performer?
Do you find yourself putting in a few extra hours to clean up their work yourself?
Are you avoiding delegating higher-stakes tasks/projects to certain individuals?
Do you continually skip over the same individual's name when promotions come up?
Are you excluding certain people's input or taking it less seriously than others' on the team?
Do you notice your energy shifting negatively in a particular individual's presence?
If any of these resonate with you, it might be time for some introspection. When faced with an under-performing team member, the first question to ask yourself is, "Have I explicitly communicated my concerns with this employee?" Surprisingly, many times the answer is "not really."
The Root of the Issue
The truth is most employees don't even realize that their work is sub-par. They might sense something is off, but they are often left in the dark about their boss's true feelings about the quality of their work. The common signs they receive are things like being excluded from major projects or overlooked for promotions. Eventually, they might find themselves let go, often without ever understanding why.
Common Approaches to Under-Performers
Here's a glimpse into how many leaders unfortunately handle under-performing employees:
Avoidance
They simply avoid the conversation altogether, convincing themselves they're not the right person to address the issue.
Justification
Others justify the poor results with reasons they believe are out of their control, hoping the issue will resolve itself next time.
Procrastination
Finding reasons to delay, whether it's needing more information or waiting for the "right time."
Awkward Confrontation
Finally, some leaders do confront the issue head-on, but the conversation is rushed, awkward, and lacks a clear plan for improvement.
A Proactive Approach
So, how should leaders handle it? Here's a step-by-step guide:
1. Commit to Proactive Measures
Decide that you will take proactive measures to ensure the quality of work from all team members meets expectations. This doesn’t mean re-distributing tasks to more productive team members – it means establishing AND communicating the standard of quality/output to everyone. Though keep in mind that you are working with human beings – they may, on occasion have life circumstances temporarily change their productivity. It would be in your best interest to take that into consideration. The idea is that, over time, each team member will have the opportunity to receive help from other team members’ also.
2. Set up Regular 1-to-1 Meetings
If you don't already, set up regular weekly or bi-weekly 1-to-1 meetings with all your direct reports. These meetings offer an opportunity to check in on delegated work, offer support, and address concerns. I recommend splitting the meeting into 2 parts: the leader’s talking points, and the team member’s talking points. Each should bring up their points ahead of time in the agenda.
3. Prepare Mentally
Before each meeting, take a moment to ground yourself. Remember, as the leader, you set the tone. Your team members will mirror your energy – if you are distracted, the quality of conversation will remain at the surface level. If you are nervous or impatient, team members might hesitate to bring up certain issues. Remember, this is their time you have set aside for. Give them your full, undivided attention and they will reciprocate with more quality information.
4. Clear Assumptions
Release any assumptions or labels you hold about team members. Assume they are doing their best with the information they have. I honestly believe no one gets up in the morning with the intention of doing crappy work. It’s simply that their idea or perception of quality work is different from yours, so you may need to catch them up with your vision and expectation.
5. Make it a Two-Way Discussion
During the meeting, ensure it's a two-way conversation. Both sides should have the chance to ask questions and clarify expectations. To further improve the quality of these interactions, I suggest that you ask “open-ended” questions. For example, rather than ask “How’s is the project coming along?” where the answer could be a simple “good”, try asking “Can you walk me through the progress you've made on the project since our last meeting? I'd love to hear about any challenges you've encountered, successes you've had, or areas where you might need more support.”
6. "Paint it Done"
Clearly describe what the final task/project should look like. Ask your team members to reframe or explain their understanding. Adjust as needed. Clear expectations make accountability so much easier.
7. Follow-Up and Plan Ahead
Ensure both parties leave the meeting with clarity. This means the next action steps will be laid out and the agenda for the next check-in will be created to ensure a smooth transition. Schedule the next meeting before the next project milestone to avoid surprises.
8. Celebrate progress and successes
It goes without saying that when giving team members feedback, it’s also important to take the time to acknowledge the good work they do. Recognizing each team member for a specific task or win can be done during the 1-to-1, during a team meeting or through a more formal recognition program, let them know their efforts are valued. Celebrating successes openly within the team not only recognizes individual contributions but also inspires others to strive for excellence.
Over time, these 1-to-1 meetings can lead to improved performance across the team. By regularly connecting with each team member, you provide the support they need to excel. This proactive approach not only prevents issues but also fosters a culture of open communication and continuous improvement. Remember, addressing under-performance is not about blame; it's about growth and development. As a leader, it is your role to guide your team towards success by providing clear expectations, regular feedback, and unwavering support.