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One of the hardest parts of being a supervisor is addressing performance issues. It is so hard that many times a leader will rationalize why not to do it. In my work, I look at why so many change efforts do not achieve the desired results.
I created a framework called high, middle, and low conversations, which can be found in my book "Results That Last: Hardwiring Behaviors That Will Take Your Company to the Top." The idea is to re-recruit high performers, develop middle performers, and move low performers either up or out.
Most people are in the high and middle (or solid) categories. It is important to make sure these individuals receive positive feedback and development. Those individuals who are in the low or sub-par performance category either get most of the attention or (too often) are allowed to perform in a way that leads coworkers to create workarounds.
At times, a leader blames someone else for not acting. Most often, human resources (HR) is blamed. This past week, I asked a manager how things were going. She said, "Okay; however, there are still a few people who are difficult." She then added that the difficult people were there when she got to the organization. I asked why she was not addressing the issue, and she said that HR does not want to fire anyone.
My curiosity was piqued. When I ran into the HR leader, I asked about the situation. Her response was that the leader had not said anything in months.
In my presentations, I share that I often hear HR get blamed for low performance being tolerated. Then I share that in my experience it is not an HR issue; it's the fact that supervisors fail to document performance issues. Human resource professionals are living the values and protecting the organization by assuring proper documentation is in place.
So, what are some ways to address this situation? A few tips:
1. Provide skill development. Leaders don't often have low-performance conversations. Providing training and support in this area is important.
2. Stay close to the people who are performing up to standards. Meet with them, compliment them, and be committed to their development.
3. Document performance issues. Be specific on organizational values and standards of behavior. I have asked leaders to list the names of people they lead who are not performing well. I then ask the HR leader to pull the files of these individuals. Guess what? Most have no documentation on performance issues. It's important to document when people are not meeting expectations, what conversations have taken place, and what steps are being taken to improve performance.
4. Do not assume a person knows they are not meeting expectations. Be specific about what is being observed, how it impacts others, what right looks like, what behavioral changes are needed, and that follow-up will occur.
5. Keep organizational values and standards of behavior front and center. Always connect performance conversations back to these values and standards.
Performance issues can exist everywhere, including the very top. The higher up in the organizational chart the performance issue is, the more people who will be impacted adversely.
Think of these conversations as needed instead of difficult. Yes, they can be uncomfortable...but it's not fair to the rest of the team to let poor performance continue. Addressing it is part of being a good leader.
Quint Studer is the author of 16 books on leadership in the workplace and the community. His book Building a Vibrant Community is a valuable resource for civic leaders, business owners, and all citizens who have a stake in building a community they can be proud to call home.