Underperforming Employees -
Managing an Underperformer Who Thinks They’re Doing Great - Sun and Planets Spirituality AYINRIN
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Author:His Magnificence the Crown, Kabiesi Ebo Afin! Oloja Elejio Oba Olofin Pele Joshua Obasa De Medici Osangangan Broadaylight.
Almost
every leader has been in the uncomfortable position of managing someone
who thinks their performance is terrific when it’s actually just
adequate, or worse. In fact, in my 30 years of consulting, it’s been one
of the more frequent — and draining — performance problems I’ve
observed.
What
causes the mismatch between these employees’ real output and their
perceptions of success? Some may not be receiving the resources and
clear feedback they need to develop and improve; others may be unable to
recognize that they’re struggling. Whatever the cause, if leaders fail
to address the situation, the lagging employee’s work will not improve,
and the organization will lose the value of a team member who could
thrive if given the proper support. Perhaps a more insidious risk is
that the leader will appear to condone substandard work, and competent
employees may become demotivated and disengage. But if you can identify
the likely cause of an underperformer’s lack of self-awareness, these
five approaches will help you correct the problem behaviors — or
understand whether that’s even possible.
Be clear about expectations. A nonprofit client had a congenial work environment and a cultural commitment to understanding each other’s needs.
The board chair was exasperated by the lack of results from a
particular VP, who believed she was doing fine because she was making an
effort. The board chair reminded the VP’s manager, a senior executive,
that he was responsible for ensuring results. The manager reinforced
performance objectives with the VP, but because he didn’t want to blame
her or hurt her feelings, didn’t explain the harm to the organization or
the fact that her job was in jeopardy. He continued to lose confidence
in the VP and eventually reduced her duties as an indirect way of
acknowledging her lack of progress. Both the board chair and the manager
later acknowledged that no one had been direct enough with her about
her performance problems.
Provide employees with resources and support.
Most employees need leadership, mentoring, and strong supervision in
order to develop, particularly if they’re stepping into a function
that’s new to the company or are promoted to fill an absence in the
organization. If their natural skills are insufficient to meet the
requirements of their role and responsibilities, they may not even
perceive what their deficits are.
A
client company promoted a director to cover the gap left by the sudden
departure of an executive two levels up. No one in the senior leadership
evaluated the new director’s development needs, despite the fact that
he was suddenly responsible for large numbers of people performing
varied jobs. The new director assumed he was doing well
by virtue of the promotion. But because this more complex job couldn’t
be managed like his old one, the director became a burned-out
micromanager, creating operating bottlenecks and severe employee
dissatisfaction.
Determine whether you’re willing to continue investing in the individual.
If you’re not, it’s much more practical to reduce your expectations. In
response to increasing frustration with a VP who consistently talked a
great game but whose results over several years were always just shy of their target,
a CEO eventually reassigned some of the riskier and sexier aspects of
the VP’s job to another executive. The VP was offended, but stayed — and
became more successful with the reduced scope of responsibilities.
Assess whether they’ll accept help. It’s emotionally draining to keep faking success or status that’s not legitimate. In contrast to the people who experience imposter syndrome, many others fall victim to the Dunning-Krueger effect,
a cognitive bias that prevents people from recognizing how badly
they’re performing and that they need help. A mid-level administrator at
a client organization bridled at the suggestion that his skills needed
to improve and ignored the coaching that was offered to him. He found
fault with everyone who questioned him and began setting up his
colleagues, undercutting them, and misrepresenting their contributions
and concerns. When these actions came to light, the business was forced
to let him go.
Target praise carefully.
When an employee with an inflated sense of their own performance
delivers high-quality work or conducts an interaction well, it’s
important to praise them. But letting the praise stand alone can
encourage them to think that everything
they do is outstanding. Connect your positive comments to other things
you want them to address. For example, you could say, “Now that you’ve
done so well with the ABC presentation, for the next one, I’d like you
to also [do the next thing they need to improve]. It’s important
because…” Make sure you’re clear about both the necessary new behavior
and why it’s required as part of satisfactory job performance. They may
still think too highly of themselves, but doing this gives you a better
chance of getting the crucial behaviors you need.
Helping
an unaware underperformer be more realistic about their work requires a
lot of attention and involvement. Understanding what’s driving their
lack of awareness will either help you determine what support they need
in order to improve, or confirm your assessment that they just might not
be able to satisfy the requirements of the job.
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