This article is part of the Manager’s Guide series. To read other articles in this series, please go to the main blog page, click the filter button, and select the Manager’s Guide category.
Q: What should I do if an individual is not performing?
A: There are five things you should do, i.e.,
1. You Must Face Reality.
Do:
Face problems squarely, including taboo ones.
Recognize the unspoken.
Deal with challenging issues head-on.
Address problems before they become more serious.
Take the initiative in discussions.
Confront the situation, not the person.
Don't:
Sidestep the actual problem.
Bury your head firmly in the sand.
Act as though reality doesn't exist or ignore it.
Act with denial.
Making an effort to face reality while really avoiding it.
Paying more attention to minor problems than to important ones.
Say:
Let's be realistic.
What should be said but not?
I don't think we're talking about what we should, which is...
What are the biggest opportunities/problems/challenges we face?
What is the truth of the matter?
What will happen if we ignore these problems?
We are adults. We can get through this.
Tell me the truth.
What are the taboos here?
When you do this, it makes me feel...
If you do this, it will have the following effect on the team/organization/stakeholders…
2. You Must Be Honest and Straight.
Do:
Be truthful. Tell the reality.
Be clear about your position.
Talk in plain words. Call things as they are.
Display integrity.
Don't:
Lie. Deceive.
Alter the truth. Withholding details. Influence people.
Use business jargon, avoidance tactics, double-talk, and flattery.
Twisting the truth (manipulating, positioning, and posing).
Create false impressions (by stating the facts, but in a misleading way).
Say:
This is how I see things...
This is something I really care about...
Here's what I think we should do...
As far as I can tell, these are the facts...
From my point of view...
I value our relationship and want to be honest with you...
I want to be candid with you...
Let me tell you what I've observed...
Here's what I've learned/understood...
3. You Must Make Expectations Clear.
Do:
Reveal and disclose expectations.
Examine and confirm expectations.
If feasible and necessary, renegotiate expectations.
Don't:
Go against expectations. Break what people expect.
Assume that everyone has the same or clear expectations.
Guessing. Pretending you know for sure what a person expects.
Leave expectations open-ended or ambiguous.
Not establishing the needed details (i.e., what the expected results, deadlines, and required resources) that make the expectation real.
Failing to write down the expectations. Relying on situational expectations, which can change based on memory, interpretation, understanding, or recent incident.
Do something unrelated to the expectation, then adjust the expectation based on the outcome of the unrelated action.
Say:
Exactly what do you want me to give you? How soon?
How do you know if you've been successful? How will we know if we've done our job?
What do we care about the most: speed, quality, or cost?
What resources do you need to make this happen?
What will we do next, and when?
How and when will we follow up?
What do you think you've understood from this talk?
Does anyone else need to know this?
What do you think you should do next?
What do you think I should do next?
Things are different now. We should look over what we expect...
4. You Must Listen Hard.
Do:
Pay attention.
Listen before you talk.
Know and figure out what's wrong.
Use your ears, eyes, and heart to listen.
Find out what the people you work with think are the most important things you can do.
Don't:
Talk first, then listen.
Not listen at all.
Think you know what's most important to other people.
Think you know everything or have all the answers.
Listening but not getting it.
Listening only to figure out what to say next.
Only caring about your own plans.
Pretending to listen.
Say:
What I think I hear you say is...
Let me make sure I understand what you're trying to say...
Let's figure out what the group is trying to say...
Is there anything else you would like to say?
You feel [[unhappy, energized, annoyed, discouraged, baffled, spiteful, angry, confused, surprised, unsure, excited, etc.]] about the [[content, topic, or meaning of what is being said]].
First, I want to understand your point of view, and then I'll explain mine.
5. You Must Know How to Trust.
Do:
Show that you are likely to trust.
Give a lot of trust to the people who have earned it.
Give your trust to people who are working hard to earn it.
Learn how to give others smart-trust based on the situation, the risk, and how trustworthy they are.
Don't:
Not trusting because it's risky.
Pretending to trust someone.
Letting people take on responsibilities without giving them the authority or resources.
Act like you trust someone but then control and hover over them.
Say:
What does the circumstance call for?
What could go wrong?
What do I think about giving this person my trust?
Does he or she have the right traits and skills?
I believe in you.
I have faith in you.
I trust you because of what you've done in the past.
I'm here for you.
We can talk about this whenever you want.
What worries me is...
We are counting on you.
I know you can do this.
Comments