Tackling the thorny issue of poor performance and unmet expectations is vital if a business team wants to be successful and breakthrough to the next level.
Ian Thomas and I discuss this question in the 2nd video in the series.
The key is to deal with these issues early, directly and of course kindly. It’s a mistake to wait.
Waiting does everyone a disservice. People want to know where they stand and they rely on you to tell them and guide them.
I am a beneficiary of this. Ten years ago, after a consulting session with an Executive Team the CEO invited me for a chat. He got straight to the point.
No elaborate preamble or attempt to soften what he was about to tell me. I recall his words clearly. “We like you. We want to work with you, but today you disappointed me. We have not hired you to tell us what we already know. Your job is to bring us deep insights from your experience, to challenge us and to force us to talk about the things we would rather avoid.”
That was it. Simple and clear. I had to get better if I was to keep working with them. It was a turning point for me and our business.
This was unusual. Mostly senior leaders allow too much time to pass. The real issue I think is the discomfort with the conversation. We hope that the other person will somehow gain the insight by themselves and take the steps to change, without us being in the uncomfortable situation of having to challenge them.
In a lion pride the issues are so much sharper and real.
Here if you don’t contribute you don’t share in the rewards of the hunt and ultimately you fall out and die. It’s stark but its true. The sustainability of the pride relies heavily on the contributions of each individual but the individual is not more important than the pride.
Contribution and performance defines membership.
Are you moving too slowly to tackle behavioural and performance issues on your team?
Are you avoiding the uncomfortable conversation about someone’s performance or behaviour?
Take action today!
Begin by writing down what you expect. And yes, write it down. It’s important to be specific. Avoid generalising. This is not about their character. It’s about their contribution and behaviour – be crystal clear before going on.
Check your intent. You are doing this out of love and respect. The other person wants to grow and improve as much as you do and you are a necessary part of this process for them.
Don’t sugarcoat. Be direct and sincere. Offer help and support but don’t take on responsibility for their choices and actions.
Then follow up and follow through with rigour.
In the next video, Ian and I talk about building trust and goal setting. These are the next vital steps in building a great team.