I couldn't agree more. Every time I've seen a manager do this, the team suffers, the results suffer, and the leader suffers. Especially if the rest of the team have to cover the work of the poor performer, or their projects are delayed because of lack of action by the poor performer.
Yes, sometimes people go through divorce, illness and financial worries, but typically people who are good at their job will still do their best to do their work well. A poor performer makes excuses.
I've noticed that many managers are reticent about delivering feedback about poor performance because they don't know how.
It can be hard to confront poor performance, but I find that the most effective way to think about it is that the entire team cannot be allowed to suffer because the manager isn't willing to or is unsure of how to deal with underperformance. When in doubt, seeking out help is one of the best ways to move forward.
Great points! Quick action is essential when team health and the mission are at stake.
My reflection system: 1:1s have played a key role for me, making sure to find time in my calendar to reflect and prepare before my 1:1s, and sometimes after depending on the outcome and if there are actions that need to be addressed.
Staying proactive: Address concerns in real-time through direct conversations/1:1s. A lot of "performance" issues can be explained and resolved with the right support. But there have been instances where people got the benefit of the doubt and we eventually parted ways, for one reason or another. The important part is prompt action and showing the team that you're addressing it.
I couldn't agree more. Every time I've seen a manager do this, the team suffers, the results suffer, and the leader suffers. Especially if the rest of the team have to cover the work of the poor performer, or their projects are delayed because of lack of action by the poor performer.
Yes, sometimes people go through divorce, illness and financial worries, but typically people who are good at their job will still do their best to do their work well. A poor performer makes excuses.
I've noticed that many managers are reticent about delivering feedback about poor performance because they don't know how.
I'm so happy it landed, Wendy.
It can be hard to confront poor performance, but I find that the most effective way to think about it is that the entire team cannot be allowed to suffer because the manager isn't willing to or is unsure of how to deal with underperformance. When in doubt, seeking out help is one of the best ways to move forward.
Funny enough, avoidance is the one path to avoid.
Exactly. There is always a way to learn whether it's via a manager or peer or even just Googling or asking Chat GPT.
Great points! Quick action is essential when team health and the mission are at stake.
My reflection system: 1:1s have played a key role for me, making sure to find time in my calendar to reflect and prepare before my 1:1s, and sometimes after depending on the outcome and if there are actions that need to be addressed.
Staying proactive: Address concerns in real-time through direct conversations/1:1s. A lot of "performance" issues can be explained and resolved with the right support. But there have been instances where people got the benefit of the doubt and we eventually parted ways, for one reason or another. The important part is prompt action and showing the team that you're addressing it.