Leadership And Managing People -
How to Manage an Employee Who Always Makes Excuses - Sun and Planets Spirituality AYINRIN
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Summary.
If
an employee repeatedly fails, one of the reasons is often that they
don’t know what showing up would look like. It’s common for managers to
shortchange upfront alignment conversations in the name of speed. But
that haste can cost you, especially with an unreliable employee. An
investment in alignment upfront enables good performance and also
provides the framework to address poor performance if it persists. Your
job as a manager is to create a process that acts as a performance
scaffold to strengthen an employee’s alignment, capability, and
motivation. This process should support the person from the moment you
assign the task until the moment they deliver it. It should also negate
their standard excuses. But of course, exactly which planks you need in
that scaffold depends on the person’s specific shortcomings. Work
through a process that sets them up for success and removes the
potential. Then if the employee fails to deliver and falls back on the
“but, but, but…,” you’ve got all the fodder you need for a performance
management conversation.
How
do you manage an employee who’s been delivering lackluster results and
offering only excuses? Getting angry isn’t the right solution. And
micromanaging only adds to your workload and teaches them you’ll be
accountable, so they don’t have to be. So what are your options when you
don’t trust someone to deliver?
The alternative is to switch from trusting the person to trusting the process.
Let’s
consider why an employee might fail. This will provide clues about
where a more robust process could remove excuses. First, they might have
no idea what you’re expecting of them or what doing a good job
requires. That’s an alignment issue. Second, they might lack the
knowledge or skills to accomplish the task — a competence problem.
Finally, they might lack the motivation to get over the line (or out of
the gate). To be successful, an employee needs to understand what to do,
know how to do it, and want to do it.
If
an employee repeatedly fails, one or more of those foundational pillars
are missing. Your job is to create a process that acts as a performance
scaffold to strengthen their alignment, capability, and motivation.
This process should support the person from the moment you assign the
task until the moment they deliver it. It should also negate their
standard excuses. But of course, exactly which planks you need in that
scaffold depends on the person’s specific shortcomings.
Provide Clarity on the Objective
One
of the reasons employees let you down is that they don’t know what
showing up would look like. It’s common for managers to shortchange the
upfront alignment conversations in the name of speed. But that haste can
cost you, especially with an unreliable employee. An investment in
alignment upfront enables good performance and also provides the
framework to address poor performance if it persists.
Start
by focusing on the purpose of the work. Establishing the objectives
will leave little room for excuses about divergent perspectives,
motives, or end goals. Starting with the purpose is also helpful if the
person is not strategic and wouldn’t see the big picture or if they’re
self-serving and prone to prioritizing their own success over that of
the team. You’ll want to spell out what you’re trying to accomplish. Who
is this for? How would the beneficiary define success? Where does this
work fit with other initiatives or commitments? Answering these
questions reduces the opportunity for the person to claim they didn’t
know what you wanted.
Once
you’re aligned on the purpose of the work, you can paint a picture of
what good, bad, and unacceptable outcomes would look like. But
unfortunately, this is another step managers commonly skip. I refer to
it as the Valentine’s Day effect; failing to articulate what you want
and being disappointed when the person doesn’t deliver. And in the case
of an employee you’re already leery of, failing to define your
expectations is almost certainly setting yourself up for disappointment.
To provide a rubric for their work, describe the minimum standard. What
would you consider a home run? What outcomes would be worrisome or
would you see as a failure? Answering these questions eliminates the
possibility that the person will pass off shoddy work as “good enough.”
When you make the goals clear, you remove the alignment excuses.
Align on the Optimal Approach
A
second major reason an employee might be making excuses for poor
performance is that they don’t have the skills or knowledge to do what
you ask. If your trepidation is tied to gaps in the person’s capability,
your process must go beyond what they need to achieve and explore how
they’ll achieve it. Depending on your specific concerns, there are a few
ways to broach this.
When
you suspect that the person might take shortcuts or neglect essential
components, get into some detail about the required steps. Share
effective approaches and provide precedents from previous projects. But
don’t make the mistake of doing all the talking; their nodding head
cannot be interpreted as understanding. Instead, find out how they’re
processing the request by asking them to share their plan. Then you can
provide any required course corrections with questions that direct their
attention, such as, “What steps will you take to ensure finance is on
board?” Answering these questions will remove the excuse that they
didn’t know how to tackle the project.
Another
possibility is that you’re worried not about their technical but their
people skills. If you’re nervous that they’ll botch the stakeholder
relationships, make the interpersonal issues as salient as the technical
ones. Work together to map the key stakeholders, their stake in the
project, and any idiosyncrasies you might know. Who has sway over the
decision? What are they looking for? What influences them? And beyond
the decision makers and influencers, encourage the person to think about
other people with valuable perspectives they need to include. Answer
these questions to avoid excuses about insufficient support or ornery
partners.
You
can also mitigate capability gaps by contemplating the decisions they
might have to make and pre-qualifying the decision criteria. That way,
you can be more confident that they’ll make calls you’d endorse. You can
broach the subject in various ways, including asking about the criteria
the person will use to evaluate any decisions or trade-offs. How will
they prioritize the criteria when there isn’t a perfect option? And lest
they get stuck trying to have it all, it’s helpful to clarify which
criteria should influence how they implement the decision but not which
decision they take.
When you agree on the process, you strip away many of the capability excuses.
Raise the Stakes
We’ve
discussed alignment and capability issues. The third possibility for
their failure is that they lack the motivation to get the job done. If
your loss of faith is associated with their lack of oomph, emphasize
their obligation and clarify what’s at stake if they fail to deliver.
You
have both carrot and stick options if you need to add a little
incentive. Dangling the carrot would connect the successful delivery of
the work to a variety of positive outcomes, such as how it will affect
their reputation or future opportunities. On the other hand, wielding
the stick entails listing negative ramifications if they don’t deliver.
And if possible, add some intrinsic rewards to those extrinsic
consequences by talking about what the person enjoys about this kind of
work and what reward they’d get from doing it well.
There’s
one other motivation issue to prepare for; the person who starts full
of vim and vigor but throws up their hands at the first hint of
adversity. In that case, your process should inoculate the person
against setbacks by preparing a plan B upfront. Spend some time
anticipating what could go wrong and creating a game plan. What issues
do you anticipate arising? How might they handle those types of
problems? Be sure to specify which circumstances warrant the person
escalating to you and which you’d expect them to tackle independently.
Addressing the contingencies and potential pitfalls will make it clear
that you expect the person to persevere.
When you articulate the consequences, you bolster the motivation.
If
you’re managing a person who keeps letting you down and making excuses
for why it wasn’t their fault, don’t waste your energy hoping they’ll
miraculously become trustworthy. Instead, work through a process that
sets them up for success and removes the excuses in the process. Then if
the employee fails to deliver and falls back on the “but, but, but…,”
you’ve got all the fodder you need for a performance management
conversation.
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