| Ironically, when people are getting it right we rarely | | | | late to tackle the problem: |
| get to know them that well. It is only when they | | | | · Acknowledge that out loud. |
| have problems that we get the chance to go below | | | | · Be prepared to admit to your potential for hasty |
| the surface. If we handle this situation right we not | | | | judgments. |
| only fix the problem but we have the opportunity to | | | | It sounds crazy but doing so will clear the air and will |
| strengthen our relationship with the person and their | | | | let them see that you are being honest - even at the |
| commitment to the job. | | | | risk of temporarily putting yourself in a bad light. |
| Making performance problems an opportunity for | | | | 4. Try empathy instead of questions. It is tempting |
| strengthening a team is not a fluffy idealistic | | | | to want to drill for answers and justifications for |
| aspiration - it's a fundamental necessity of good | | | | weak performance. If you do this you will be fed lots |
| business. The more people who pass through your | | | | of... answers and justifications. Questions that begin |
| hands, the more money you burn in labour turnover | | | | with "why" are to be particularly avoided - they will |
| costs; some organisations reckon to spend the | | | | provoke defensiveness. Instead, set yourself the |
| equivalent of a year's salary for each person lost and | | | | objective of understanding their position rather than |
| replaced. | | | | judging their reasoning. |
| If you are one of the people who find dealing with | | | | 5. Use small words. Of you are using corporate-speak |
| performance issues awkward, here are eight | | | | or hyperbole it is probably because you are hiding |
| essentials for keeping the situation from getting out | | | | from telling a piece of the truth. Find the words for |
| of hand - by which I mean, becoming an official | | | | the truth. "I liked that way the xyz turned out. I was |
| exercise. So what I am about to suggest should be | | | | frustrated about how late the xyz was...". |
| happening when things have just started to go | | | | 6. Ideas generation. You may have a dozen ideas for |
| wrong - not 6 weeks later. This is about acting early | | | | how they can overcome the performance issue - |
| before positions become entrenched - before the | | | | they may all seem terribly obvious to you. Getting |
| person becomes paranoid and you start to actively | | | | buy-in for one of your 'perfect' ideas will always be |
| look for problems to justify your opinions. This is | | | | harder than allowing them to do one of their |
| before you get upset and intolerant. | | | | 'second-rate' ones. |
| 1. Don't wait for the next time. Performance-related | | | | 7. Positive follow-up. It should not be them doing the |
| conversations tend to get scheduled just after the | | | | running. Look for opportunities to offer |
| problem behaviour has re-occurred for the | | | | encouragement and praise. It is important that you |
| umpteenth time. My advice is: Don't wait for a fresh | | | | place as much effort into giving positive feedback as |
| example. If you must wait, choose the moment | | | | you did into preparing your negative news. |
| when something has gone well so that you can have | | | | 8. Notice yourself. The perception of poor |
| the conversation against a positive backdrop. | | | | performance will have aroused some negative |
| 2. Have a meeting plan. Make it simple and | | | | feelings in you from the beginning. Knowing that |
| communicate it to the person right at the beginning. | | | | these feelings exist is vital to being able to balance |
| It might look something like this:a. Explain your | | | | your logic-driven appraisal of the situation with your |
| objective in the fewest possible words: "John, I want | | | | emotional reaction. There are two specific moments |
| to talk about your work on the xyz project. I'm really | | | | at which your emotions are most likely to do an |
| uncomfortable about it and want to find a way to | | | | unwelcome pitch invasion. The first is whenever you |
| sort it out."b. Give your specific feedback based on | | | | try to listen and they say something that annoys |
| your feelings and not on your judgement of the | | | | you. The second is when you attempt to make your |
| rights and wrongs. Again, keep it very brief.c. Ask | | | | point briefly and instead it all comes tumbling out in an |
| them how they see the situation. Empathise - pay | | | | angry mess. Being able to be honest with yourself |
| close attention to their feelings and be prepared to | | | | and them at both these times will help to ensure that |
| talk about them.d. Ask them for ideas and discuss | | | | you stay in balance and that you don't end up saying |
| each one respectfully.e. Gain their commitment for | | | | a whole load of stuff that was meant to stay in your |
| one idea. Come back for more later if you need to - | | | | head. |
| don't try to fix the world in one day. | | | | If you take nothing else from this article please take |
| 3. Open your mind. The sooner you approach the | | | | this: act quickly before you build up bad feeling - you |
| person for a conversation, the less likely it is that you | | | | then stand a great chance of a positive outcome for |
| will have become too frustrated (and opinionated) to | | | | you and for them. |
| deal with the person fairly. If you have already left it | | | | |