Staff rarely fail to deliver on tasks i.e. “what they do”. Poor performance frequently results from unacceptable behaviours i.e. “how they do it.”
This technique will provide you with a simple and memorable framework from which to shape those “difficult conversations”, when you need to give a member of staff some feedback to improve their performance. Conversely the technique can also be used to share and learn best practice.
Hands up those who like conflict?
Looking forward to and performance management are not two phrases that are often used together. Performance management is often feared as a potential for conflict and we all know that most people actively avoid conflict. If you find yourself as one who avoids conflict then:
Flip your thinking – instead of thinking about how difficult this will be, consider this as giving feedback which will help the other person to improve.
Never ignore unacceptable behaviour – it grows a life of its own and what was once unacceptable behaviour becomes the norm not just for the one person but the whole of the team. Toxic behaviour can paralyse performance. Often one person takes up to 80% of the managers time. This is often the case when we are called in to help.
I have worked with great managers and leaders who understand the need to have the conversation at the earliest opportunity. These managers and leaders recognise the impact that under performance, or worse, unacceptable behaviour, can have on co-workers, their customers and the bottom line. They also know that unless they set clear expectations and provide feedback, the member of staff is often unaware of their shortfall.
So how can you build the courage to manage performance improvement and get results?