Case study: The performance dilemma

Luis Gonzales is leading a sales team based in San Diego, California. The team is responsible for selling air-conditioning systems to small hotels across the southern part of the United States and also northern Mexico. Paul Allerton, Luis’s direct boss and head of the San Diego office, has asked for a meeting to discuss a performance issue regarding a member of Luis’s team, Lynda Polkowski.

Paul: So, Luis, I’m concerned about Lynda’s performance.

Luis: Really? But she’s the star of the team. She had an outstanding sales record last year. And this year looks the same.

Paul: Yes, the results are undeniable. But it’s her attitude that worries me.

Luis: Yes, she’s a bit outspoken sometimes. Paul: Outspoken? She verges on being rude and insubordinate. In a meeting last week, she said my proposal was “absurd”. And she was equally direct with her own team in the meeting. A few of them complained to me afterwards. It’s not a new problem, it seems. Luis: It’s been an issue for some time, yes. But we need to make a choice. Do we want her performance, which means we hit our targets? Or do we try to change a mindset and set of behaviours that are probably unchangeable?

Paul: We have to try.

Luis: We risk losing her if we do this. She’s very sensitive to criticism.

Paul: But we need to uphold standards of behaviour on the team. We have values. Luis: Diversity is one of our values. Doesn’t that mean accepting people like Lynda, and not asking her to change her direct style of communication? Our main duty is to our customers, and you can’t fault her there. Paul: I disagree. But I don’t have time now to discuss this in detail. Let’s use the morning meeting tomorrow to discuss this.

What to think about

What is the main difference between Paul’s and Luis’s assessment of Lynda’s performance?

Is Luis correct when he says of Lynda “you can’t fault her”?

What steps should Paul and Luis take to manage Lynda?

The following comments are provided as food for thought. Different interpretations are, of course, possible.

What is the main difference between Paul’s and Luis’s assessment of Lynda’s performance?

Paul is worried about Lynda’s mindset and behaviour. He thinks she communicates in a way that is rude and insubordinate, and that is not accepted by other members of the team. Luis accepts Paul’s opinion, but he feels that Lynda’s success in sales and her focus on customers are more important considerations.

Is Luis correct when he says of Lynda “you can’t fault her”?

Luis is correct in so far as Lynda is performing very well in a key area of her responsibility (sales). However, she is also accountable for her impact on the team and for her adherence to standards of professional conduct. If she fails to behave in a professional manner internally, she may cause other team members to leave. She may also trigger a legal grievance of poor management against the company.

What steps should Paul and Luis take to manage Lynda?

It is important to discuss Lynda’s behaviour with her and determine whether she is aware of the impact she has on others and whether she is motivated to change. If her awareness is low but desire for change is high, a coach might enable her to explore new behaviour. If her motivation to change is low, then Paul and Luis potentially have to take a tough decision to drop Lynda from the team or to change her role so that she can act more independently and in accordance with her strengths.