Dealing With Poor Performance by Mark Wager

Dealing With Poor Performance

By Mark Wager

Without doubt, the most prevalent challenge that leaders approach me with is poor performance. It seems that no matter the country or the industry, leaders tend to struggle with people not meeting expectations. Being a leader is busy enough, but when you have someone not performing, it can consume your time and detrimentally impact the wider team. In this article, I want to share with you some practical tips on how to deal with this issue. Now, firstly, I want to make it clear that I’m not talking about significant disciplinary issues or anything that may require instant dismissal. What I’m talking about are occasions when people are not meeting expectations, such as coming in late, not doing what was asked, or not meeting deadlines.

What I’m going to explain is how you can manage performance in a simple conversation that won’t take more than a few minutes.

Talk to People, Don’t Send an Email

The most common mistake I see leaders make is that they don’t have the conversation with the individual involved but instead send an email reminder to everyone. For example, they see someone coming in late; instead of talking to that person directly, they send a reminder to everyone, including the people who are actually turning up on time.

Sending emails is not effective. People, especially in busy workplaces, just don’t have time to read all the messages waiting for them. Or, if they do, the message can easily be misunderstood because emails do not contain the tone that can be conveyed in a conversation between two people.

It’s Not Conflict, It’s Clarification

It can be difficult approaching someone to have a conversation about something they are not doing well, but don’t fall into the trap of believing that this is a conflict situation because it’s not conflict, it’s clarification. A conflict situation is when two or more people want different things, but a talk about timekeeping isn’t that. It’s about clarifying expectations and nothing else. If you falsely believe these conversations are conflict, then you are unlikely to have these conversations or will postpone them until the issue gets out of hand. Talk to people, and if you know what to say, these conversations should only take a few minutes as long as you follow certain simple steps.

Be Specific, Not Judgmental

The conversation about poor performance will be simple if you follow these steps. The first step is to be specific about the issue and never judgmental. This means talking about the specific behaviour; people need to know exactly what they are doing wrong. If we use the example of someone coming in late (and I use this example because it’s such a common issue), you need to start by stating the times and dates a person is coming in late instead of talking about the impression that lateness gives about that person. So, don’t say, “I want to talk to you about your professionalism,” or “I think you are being lazy.” People can argue about a judgment, but it’s much more difficult to argue about facts. So, say, “Last week, you came in 30 minutes late on three days.”

Explain the Impact

The most common reason why people don’t do something is because they don’t think it’s important enough. Once you have explained the specific behaviour that needs to change, you need to highlight the impact of that behaviour. I had a manager a few months ago who had an issue with timekeeping to deal with, and she explained to the team member that because she was coming in late, phone calls from clients were going unanswered, and this was potential lost business. Leadership is all about providing clarification for people, making them see the impact of their actions or non-action. The vast majority of people come to work to do a good job; they just need an occasional reminder on how to do that.

Set Your Expectations

The next step is to set down your expectations, and it’s important that they are your expectations and not those of your boss or the organisation for two reasons. Firstly, the authority needs to come from you; otherwise, they won’t listen to you on more important matters. Secondly, people are more likely to change their behaviour when they are talking to an individual face-to-face; it’s just human nature. Remember, as long as you are being reasonable, your expectations are not open to negotiation. It doesn’t mean you have to be unpleasant, but expectations about what behaviours are acceptable at work are not open to debate.

Seek Agreement

The first three steps (specific behaviour, impact, and expectations) are you talking, not your colleague. Now, in step four, it’s time for your colleague to confirm if they are able to meet your expectations and, if not, what level of support they need to do so. It’s important that the responsibility for change stays with your colleague because people are unlikely to change when they don’t feel they have responsibility. You can offer advice, training, and support, but the responsibility stays with the individual. So, focus on “How are you going to meet expectations?” and make it personal: “Can I trust you to…?” This again increases the probability of behavioural change. At this stage, you need to use your judgement on whether the person can or wants to change. If in any doubt, you need to identify what is going to change because without change, people will repeat their mistakes.

What is Rewarded is Reinforced

The last step is in the days after the initial conversation, and that is to acknowledge the change in behaviour. If you are like me, then you are thinking, “Why should I acknowledge something that they should have been doing in the first place?” But the reality of human behaviour is that we like praise, to such a degree that we repeat any behaviour that attracts praise. What is rewarded is reinforced, so just a few simple words thanking people for now meeting your expectations will go a long way in making sure you don’t have to have this conversation again.

Keep It Brief, Keep It Simple

If you follow the above steps, then a conversation about timekeeping should only take a few minutes, a brief, simple conversation that doesn’t involve any formal actions or procedures. Obviously, if the problems continue, then a different approach is required. But based on all the leaders who have approached me for advice on this subject, I can say with confidence that about 80% of people change their behaviour and start turning up to work on time. Remember, leadership is not about punishing people; it’s about providing clarification.

Author: Mark Wager 

Are you a manager struggling with poor-performing staff, team motivation, or effective delegation? As an experienced leadership Coach with over 30 thirty years managerial experience Mark Wager specialises in helping managers like you tackle these challenges head-on. Imagine transforming your team’s performance, boosting morale, and mastering delegation, so you’re not shouldering all the work. With tailored strategies and personalised support, Mark will empower you to lead with confidence and ease. 

Work together to unlock your full potential and create a thriving, productive workplace. Reach out today and take the first step towards exceptional leadership. Contact Mark for a free 30 minute strategy session