Poor employee performance a touchy subject
Curtailing bad behaviour at work can be delicate
Q: One of my employees is impossible to manage. “Amy” fails to follow required procedures, refuses to collaborate with others and consistently ignores instructions. Her behaviour is so disruptive that people avoid working with her on projects.
After receiving numerous complaints from both customers and staff, I have concluded that this cannot continue. I intend to have a serious talk with Amy and specifically outline the changes required if she is to remain with our team. However, I have some concerns about taking this step.
On four previous occasions, Amy complained to human resources after I gave her some constructive criticism. As a result, my boss called me in for a coaching session on the best way to communicate with her. Now I’m afraid that he may undermine my corrective action plan. How should I handle this?
A: As you have unfortunately learned, successfully addressing performance issues requires higher-level support. Otherwise, the problematic employee may simply bypass you in an effort to nullify your feedback. So, before making a fifth attempt to correct Amy’s conduct, you must be sure that management is firmly in your corner.
Provide your boss with a detailed account of how Amy’s actions are hurting the business. Multiple complaints from customers and colleagues should certainly get his attention. Explain how you intend to proceed and ask him to approve Amy’s performance improvement plan. Then repeat this process with human resources.
Given Amy’s history, you might also consider inviting your manager to sit in on the discussion with her. Although you should be the one to deliver the feedback, a higher-level presence sends the message that her rebellious behaviour will no longer be tolerated.
The hope, of course, is that Amy can reform, but entrenched personality traits are difficult to change. Therefore, you must also agree with your boss on the consequences of continued misconduct. And Amy must clearly understand this as well.
Q: As the CEO of this company, I am concerned about one of my key executives. “Doug” is extremely rude when communicating with employees and colleagues. He fails to listen, uses an abrupt tone and generally demonstrates a lack of respect for others.
When I discussed this with Doug, he acknowledged the problem and expressed a willingness to change. To address this issue, I am planning to offer a communication skills workshop for our management staff. Does that sound like a good idea?
A: I’m afraid you may be mixing apples and oranges. If your entire leadership group lacks interpersonal skills, then training would be an appropriate first step. But if Doug is the only problem, putting everyone through a workshop is a needless waste of time and money.
Managers often make the mistake of employing group solutions for individual problems. However, such issues are more effectively addressed through one-on-one coaching. If you don’t feel personally equipped to assume this role with Doug, consider using your human resources manager or an experienced career coach.
Finally, let me commend you for holding your executives to a high standard of interpersonal behaviour. Many CEOs fail to realize that top managers set the example for everyone else to follow.