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Discussion: How does an Authentic Leader address under-performance?
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jcincotta |
How does an Authentic Leader address under-performance?
Apr 19 2007, 7:35 AM EDT
First of all Thanks Mark & Susan, I'm not sure if this is the place for my post but the timing of this site and my issue seems to fall into a special category of consilience that makes me bold to offer up the following problem to your comunity. I would be grateful for any helpful comments:How does one know when they are at the point where leaderships limits are running into unrealistic expectations? In January we recently lost a valuable employee due to her fiancee's relocation. Now I have come to realize that she was clearly doing a yeomens share of the workload. Of the remaining staff members one seems to be an emerging problem. At first, he complained that I created unrealistic expectations. Although, in retrospect, it was more likely that I was merely assuming his abilities at least matched his younger less experienced counterpart who had left. Consequently I modified the method and asked him to provide his own day plans so I could manage my expectations for workflow. The fact is he is not even able to come close to achieving his own work day plans. He has to be reminded each day and moreover makes me feel as if I'm being onerous for asking . It is frustrating me greatly because after several months I am facing the disturbing possibility that the rest of us have been working to pay his salary for the past two years. He sounds so articulate but its beginning to look like a cover for ineffectiveness. to be continued in a comment 1 out of 1 found this valuable. Do you?
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jcincotta |
1. RE: How does an Authentic Leader address under-performance?
Apr 19 2007, 7:36 AM EDT
My partner thinks I'm being unfair and that everyone has a roll to play, and that his dedication balances the problems. He is dedicated and genuine in all respects except performance. He operates with little more than beginner level on almost all required software programs. It is clear he does not even try to learn shortcuts or self help which is in our studio's work culture. Rather than micromanage I turn away and try to ignore this. However, to my mind, this is symptomatic of a larger problem. I'm feeling that we cannot afford to subsidize ineffectiveness even when we are doing well and as it happens we are a little slow at present. I'm not interested in playing the "bad guy" but I feel we have a problem. Is there an Authentic Leadership answer that I'm overlooking? Do you find this valuable? |
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toddsargent |
2. RE: How does an Authentic Leader address under-performance?
Apr 24 2007, 1:27 PM EDT
Everyone has things they do well, and things they don't.We can all improve, if properly motivated and trained. To move forward effectively, an organization needs a proper vehicle (business idea), and once you have it pointed in the right direction (your goal), you need the right people on the bus, and you need them in the right seat. The first question is -- Is this person on the right bus? Is this vehicle taking him somewhere he wants to go? The second question is -- what can he contribute to reaching our goal? Is he in the right seat on the bus? If he is just learning how to read maps, and you need a navigator -- you have a problem -- unless he can work with someone who can mentor him in the essential skills. Clear communication about what the group needs and wants, proper role assignments, and basic training are funtions of leadership. It sounds like your assumptions could be part of the problem, Is the expectation and job description clear? Is he to be in the mechanic's seat or the navigator's seat? Or, someplace else on the bus? Given his existing skillsets (verbal), is there another position he could better fill if you found someone to handle the things you need done that he is not performing well? Ignoring the issue, as you have noticed, is not an effective strategy, and you are asking the right question -- 'How can I become a more effective leader, and get my team to play at a higher level?' Sounds like you may need another player or two on the team, and to revisit the current role (seat) assignments in light of the skill levels of your players and your organization's ability to coach them to play at the level you enjoy playing at. People learn amazingly quickly when they are SHOWN how to do something, but it may take the same person a lifetime to figure it out on their own. Showing each other better ways of doing things, and cultivating their success, is a big part of leadership. 2 out of 2 found this valuable. Do you? |
