Performance Management Archives | Page 2 of 4

4 Ways to Develop & Retain Employees When You Can’t Give Promotions

Climbing the corporate ladder has long been the traditional view of success in an organization. The main strategy for developing and retaining key talent has been to keep them engaged through a series of promotions and title changes that satisfy an individual’s need for growth and recognition.

Credit: The Corporate Lattice, Deloitte University Press

Well, in most organizations these days, the corporate ladder has been replaced by the corporate lattice. The flat design of most organizations has eliminated the ladder—multiple layers of structure—and instead created an environment where growth has to be achieved in a zig-zag, network pattern of project-based assignments or leadership experiences. So when leaders don’t have the ability to hand out promotions, how do they grow, engage, and retain their key talent? Here are four approaches:

1. Ask your team members what they’re interested in doing — Asking someone what they want…novel concept, huh? Many leaders choose not to have this conversation because they are afraid they won’t be able to provide what is requested. Instead, frame the conversation with your employees as a time to explore opportunities with no strings attached. I tell team members that nothing is off the table when we have these conversations and I balance it with also saying I’m not making any promises. We’re simply exploring options, yet I make it clear that I’m in the employee’s corner and will do everything in my power to help them achieve their goals if there is a way we can find alignment between their interests and the needs of the organization.

2.Don’t be constrained by job descriptions — My HR colleagues may cringe a bit with my philosophy, but I believe leaders need to think beyond job descriptions when it comes to employee growth. Too often we get locked into job descriptions as the defining scope of a person’s responsibilities, including who reports to who in the chain of command. In reality, we need to consider the job description as the broad outline of how and where the person will contribute to the organization. Growing in the corporate lattice requires people to take on BHAG’s (Big, Hairy, Audacious Goals) that allow them to develop new skill-sets and competencies. Leaders should frame growth as an individual’s chance for resume enhancement that will benefit them in the future, whether at your organization or somewhere else.

3. Give away parts of your job — Most leaders have far too much on their plates to accomplish on their own, so why not delegate some of your key responsibility areas to competent and motivated team members? It’s hard for some leaders to go this route because it means giving up control and trusting others. It can also be threatening to your ego, as if it’s an admission you aren’t capable of doing it all on your own. Actually, smart leaders use this strategy because it’s a win-win for everyone. Your employees get to take on challenging goals and they earn the satisfaction of contributing in important ways, and you deliver on the key objectives for your team and develop a strong bench of capable and committed team members.

4. Adopt a mindset of being a developer and exporter of talent — Leaders should consider it a fiduciary responsibility to help their people grow, even at the risk of having them leave for greener pastures at some point in the future. My experience has shown when employees clearly know you are on their side and will do whatever you can to support their growth, they devote even more loyalty to you and will stay with you as long as possible. Who would want to leave an environment where they know their boss bends over backwards to provide opportunities for growth and development? Not many.

The corporate ladder doesn’t exist in many organizations these days and leaders don’t have the ability to hand out promotions like they were candy. We’ve got to have ongoing career conversations with team members, look for areas of growth beyond the boundaries of job descriptions, delegate key responsibilities to others, and be willing to invest in developing people, even at the risk of them ultimately leaving the organization. Using these strategies to navigate the corporate lattice, combined with financial models that facilitate income growth, will help you develop an engaged and passionate workforce that fuels personal and organizational success.

10 Ways Leaders Aren’t Making Time For Their People

Today’s post is an infographic of ten gaps that exist between team members and their leaders in the area of performance management. The bad news is this survey reveals employees aren’t getting enough direction and support from their leaders, but the good news is leaders can close the gap by focusing on four key strategies.

2 Comments

Posted on May 15, 2016 by Randy Conley

Coaching, Goal Setting, Leadership, Management, Performance Management

Career Development, Coaching, Leadership, Management, Performance Evaluation, Performance Planning

The #1 Thing New Managers Need to Know

I remember the first time I became a manager, close to 25 years ago. I had established myself as one of the top performers in a team of about a dozen people and was promoted into a supervisory position. Literally overnight I moved from being a peer with the rest of my team members to now being “the boss.” My training consisted of being briefed on the administrative aspects of my new role, like managing work schedules, processing forms, and managing team member workloads.

Being trained up, I was released into the wild to manage the team. Run free, new manager! Go lead your team!

But there was a problem, and it was a big one. My training lacked one critical component: how to actually manage people.

If you’re a manager, my experience probably rings true for you as well. Most new managers don’t receive adequate training when they move into their new roles. A study by CEB shows 60% of managers under-perform their first two years, resulting in increased performance gaps and employee turnover.

Beside wishing I had been provided training on how to manage people, I wish I had known what my #1 priority should have been as a new manager: building trust. If you have your team’s trust, you open the doors to all kinds of possibilities. Without it, you’re dead in the water.

But how do you actually go about building trust? Most people think it “just happens,” like some sort of relational osmosis. That’s not the case. It’s built through the use of specific behaviors that demonstrate your own trustworthiness as a leader. You are a trustworthy leader when you are:

Able—Being Able is about demonstrating competence. One way leaders demonstrate their competence is having the expertise needed to do their jobs. Expertise comes from possessing the right skills, education, or credentials that establish credibility with others. Leaders also demonstrate their competence through achieving results. Consistently achieving goals and having a track record of success builds trust with others and inspires confidence in your ability. Able leaders are also skilled at facilitating work getting done in the organization. They develop credible project plans, systems, and processes that help team members accomplish their goals.

Believable—A Believable leader acts with integrity. Dealing with people in an honest fashion by keeping promises, not lying or stretching the truth, and not gossiping are ways to demonstrate integrity. Believable leaders also have a clear set of values that have been articulated to their direct reports and they behave consistently with those values—they walk the talk. Finally, treating people fairly and equitably are key components to being a believable leader. Being fair doesn’t necessarily mean treating people the same in all circumstances, but it does mean that people are treated appropriately and justly based on their own unique situation.

Connected—Connected leaders show care and concern for people, which builds trust and helps to create an engaging work environment. Leaders create a sense of connectedness by openly sharing information about themselves and the organization and trusting employees to use that information responsibly. Leaders also build trust by having a “people first” mentality and building rapport with those they lead. Taking an interest in people as individuals and not just as nameless workers shows that leaders value and respect their team members. Recognition is a vital component of being a connected leader, and praising and rewarding the contributions of people and their work builds trust and goodwill.

Dependable—Being Dependable and maintaining reliability is the fourth element of trust. One of the quickest ways to erode trust is by not following through on commitments. Conversely, leaders who do what they say they’re going to do earn a reputation as being consistent and trustworthy. Maintaining reliability requires leaders to be organized in such a way that they are able to follow through on commitments, be on time for appointments and meetings, and get back to people in a timely fashion. Dependable leaders also hold themselves and others accountable for following through on commitments and taking responsibility for the outcomes of their work.

Building trust is the first priority of new managers but it isn’t the only one. Managing takes place through conversations, minute by minute as the dialogue unfolds. As a new leader I wish I had learned the critical skills a first-time manager needs to master. I wish I had known how to have conversations with purpose and direction. I wish I had known how to set goals, give praise or redirection, or wrap up conversations in a way that reinforced clarity and commitment to action (all skills, by the way, addressed in our newly released First-Time Manager training program…where was that 25 years ago when I needed it?!).

Becoming a manager for the first time is a significant career milestone. It is both exciting and nerve-wracking stepping into a role where you are now responsible for others and not just yourself. If that’s you, a new manager, remember the number one priority: building trust. That’s the foundation upon which all your other managerial skills and abilities rest.

I originally published this post on LeaderChat and thought the Leading with Trust audience would enjoy it as well.

2 Comments

Posted on April 17, 2016 by Randy Conley

ABCD Trust Model, Communication, Leadership, Management, One Minute Manager, Performance Management, Trust

First-Time Manager, Leadership, Management, Trust

4 Essential Skills Every New Manager Needs to Learn

Becoming a manager for the first time is a significant career milestone. It is both exciting and nerve-wracking stepping into a role where you are now responsible for others and not just yourself.

Most people who are promoted to managerial positions have been star performers in their roles as individual contributors. But managing people is a whole different ballgame and most managers are ill-prepared for the transition. As a result, 60% of new managers under-perform in their first two years according to a study by CEB resulting in increased performance gaps and employee turnover.

Managing takes place through conversations. In fact, it happens minute by minute as the conversations unfold. Because of this, some conversations are useful while others are not. Our research has shown there are four essential skills managers use to help them interact effectively with their people. These skills promote clarity and a positive sense of regard for the individual, and they are both people and results oriented.

Listen to Learn — Listening is one of the most important skills for any manager, not just those new to the role. Purposeful and effective listening helps your people feel valued and heard, and it build trust in your leadership abilities. I like to encourage new managers to listen with the intent to be influenced. Too many times we think we already know the answer or we’re formulating our response instead of listening to learn something new or to have our mind changed. Listen more than you talk and don’t be afraid to sit in a few moments of awkward silence (it’s really not as long as you think). The silence will actually serve as a prompt for the other person to more fully express himself.

Inquire for Insight — Great managers draw their people out. They ask questions that allow their people to share insights and ideas that can benefit projects, tasks, and the team in general. Asking open-ended questions helps the manager better understand the motivations of team members and what drives their behavior. When inquiring for insight, keep the conversation focused on moving forward, not the past. Emphasize “what” and “how” questions rather than “why,” which can sound judgmental and make people defensive. The goal is to draw others out, not shut them down.

Tell Your Truth — Giving candid feedback can be difficult for anyone, especially first-time managers who are afraid of damaging relationships with those who used to be their peers. But it’s essential that new managers learn how to balance candor with care, and when done properly, it can be tremendously freeing and empowering to both parties. The purpose of telling your truth is to create clarity and drive purposeful action toward accomplishing the goal. When the first two steps, listening to learn and inquiring for insight, are done well, it builds confidence and creates a safe environment where trust and respect flourish. When sharing your truth, be brave, honest, and respectful. Be open to other perspectives and focus on forward movement while being careful to avoid blame or judgment.

Express Confidence — People want to perform well for a manager they know has confidence in them. Just think of your best boss. Chances are the person had confidence and faith in your abilities. Your best boss probably built your self-confidence, expressed enthusiasm for your accomplishments, and gave you just the right amount of direction and support you needed to accomplish your goals. Don’t underestimate the power that exists in expressing confidence and belief in someone. Everyone wants to feel like they matter and are important to others.

Moving into management for the first time can be a daunting experience. It’s easy to feel overwhelmed with all the things you need to learn and one of the most challenging tasks is developing effective relationships with your direct reports. The four skills of listening to learn, inquiring for insight, telling your truth, and expressing confidence will help foster an environment of trust and respect that will get your managerial career started on the right foot.

For more help or information on getting your managerial career off to the right start, check out our new First-Time Manager training program. It’s built on the time-tested secrets of The New One Minute Manager book and extends the secrets into essential skills and conversations that prepare people to transition into the role of management.

6 Comments

Posted on February 21, 2016 by Randy Conley

Communication, Leadership, Management, One Minute Manager, Performance Management, Relationships, Trust

First-Time Manager, Leadership, Listening, Management, Trust

The 1 Thing That Reveals Your Leadership Priorities

Is there a leader out there who isn’t busy? Is there anyone who is a little bored at work and is looking for more to do? Um, I don’t think so! I don’t know about you, but I’ve got plenty on my plate. Formulating plans and strategies for the year ahead, working on team members’ performance reviews, putting out the inevitable daily fires that erupt, and attending meeting, meetings, and more meetings. Sound familiar? There’s no shortage of priorities calling for our attention.

As a leader, what should the most important priority be? I’d argue it’s your people. And how can you tell if your people are your top priority? It’s simple: look at your calendar.

Leading people takes time. There’s no two ways about it. Your calendar is a brutal reality check about your priorities. Where you spend your time is where your priorities are. Is your calendar full of meetings and activities related to the development and support of your people, or is it filled with other activities, that although likely important, may not be as impactful as investing in helping your people accomplish their goals (and hence the goals of the organization)?

Here are three simple ways to leverage the power of your calendar to build trust, improve morale, and increase engagement with your team members.

1. Schedule regular one-on-one meetings with your employees – You can’t develop relationships without the investment of time. Having regularly scheduled one-on-one meetings with each team member will provide the structure you need to spend focused time with each other. These don’t have to take a lot of time. Thirty minute meetings every two weeks will usually do the job. Check out this post for more helpful advice about one-on-one meetings.

2. Preserve white space on your calendar – Block out 1-3 hour chunks of time on your calendar where you can wander the halls and connect with team members, be available for drop-in meetings, or use the time for whatever you want. Many leaders tend to over-schedule themselves and wonder why they go home at the end of the day feeling like they didn’t ever really connect with their team members.

3. Eat lunch with your team – Sharing a meal together is one of the best ways to build trust and develop deeper relationships with your team members. It allows your team to interact with you in a less formal, more relaxed setting where they get to relate to you on a personal level and not just as “the boss.”

For some leaders their busy calendar is a badge of honor. They mistakenly think that being busy all hours of the day means they are important and needed. However, leadership is about people, and our priorities—and calendars—should reflect that importance.

4 Comments

Posted on January 17, 2016 by Randy Conley

Leadership, Management, Performance Management, Relationships

Leadership, Priorities

Be a Fair Leader by Treating Employees Like Chess Pieces, Not Checkers

When I was a young kid I used to love playing checkers with my younger sister. Part of the joy came from always beating her, which isn’t much of an accomplishment given she was four years younger than me, but mostly from it being an easy game to play. Checkers is a game with limited variations and clearly defined rules. You can move a checker forward, and once you get a “King,” you can move it backward. You capture your opponents’ checkers by jumping them and once you’ve captured all of them you win. That’s pretty much it.

Chess, on the other hand, is a different kind of game. Each piece on the board can move in different directions, but although each piece is treated differently, the rules of the game apply equally to all. There is also much more strategy involved in chess than in checkers. In chess you have to play with the long game in mind. Each move is one step in a larger plan to take control of the board and defeat your opponent. There are limitless ways to creatively implement your strategies.

I’ve noticed that when it comes to managing people, many leaders treat their people like checkers rather than chess pieces. I can understand why; it’s easier and less complicated. It’s also one of the most unfair things you can do as a leader.

Complete this statement: As a leader I am being fair because I treat everyone the _____.

You probably said “same,” didn’t you?

You’ve probably heard many leaders say that, and in fact, you’ve likely said it yourself from time to time, haven’t you? I know I have.

The reality is treating everyone the same can be quite unfair because everyone is not the same. People are like chess pieces, not checkers. Aristotle said, “There is nothing so unequal as the equal treatment of unequals.”

The key is to treat each of your people equitably and ethically given their unique needs and circumstances. Each team member has their own life story and individual gifts and abilities. Fair leaders don’t broad-brush everyone and treat them the same. They take each person’s situation into account and apply the rules and policies of the organization in an equitable and ethical way.

Of course there are certain rules, policies, and procedures that need to apply equally to everyone to ensure the health, safety, and welfare of all employees or to make sure your business produces quality products and services. However, when it comes to career development, performance management, and other employee-specific issues, leaders will build more trust and loyalty be treating people individually.

Treat your people like chess pieces and not checkers. Although it’s a harder game to play and takes more thought and energy, your team members will appreciate your efforts and respond with higher levels of trust, engagement, and performance.

Note: Credit goes to Tim Elmore for first exposing me to this idea. Check out his blog post on this topic for great insights.

2 Comments

Posted on December 6, 2015 by Randy Conley

Fairness, Leadership, Management, Performance Management, Trust

Fairness, Leadership, Management, Trust

8 Ways to Tell if You’re a Good Boss or a Bad Boss

Are you a good boss or a bad boss? That question reminds me of the scene from the Wizard of Oz when Glinda, the Good Witch of the North, first encounters Dorothy in Munchkinland. Glinda asks Dorothy “Are you a good witch, or a bad witch?” Dorothy replies that she’s not a witch at all, and besides, witches are old and ugly. After being informed that the beautiful, young Glinda is a witch, Dorothy says “You are! I beg your pardon! But I’ve never heard of a beautiful witch before.” Glinda responds, “Only bad witches are ugly.”

I think only bad bosses are ugly.

How do you know if you’re a good boss or a bad boss? A few years ago, Google’s People Operations group unveiled the results of a two-year study into what separates bad bosses from good bosses in their own company. They performed extensive data analysis on performance reviews, feedback surveys, and nominations for top-manager awards. They came up with eight behaviors that distinguished the best bosses at Google. How do you stack up against this list?

1. Be a good coach

Provide specific, constructive feedback, balancing the negative and the positive.
Have regular one-on-ones, presenting solutions to problems tailored to your employees’ specific strengths

2. Empower your team and don’t micromanage

Balance giving freedom to your employees, while still being available for advice. Make “stretch” assignments to help the team tackle big problems.

3. Express interest in team members’ success and personal well-being

Get to know your employees as people, with lives outside of work.
Make new members of your team feel welcome and help ease their transition.

4. Don’t be a sissy: Be productive and results-oriented

Focus on what employees want the team to achieve and how they can help achieve it.
Help the team prioritize work and use seniority to remove roadblocks.

5. Be a good communicator and listen to your team

Communication is two-way: you both listen and share information.
Hold all-hands meetings and be straightforward about the messages and goals of the team. Help the team connect the dots.
Encourage open dialogue and listen to the issues and concerns of your employees.

6. Help your employees with career development

Be a mentor and advocate for career growth.
Help people develop their skills so they are better positioned for new opportunities.

7. Have a clear vision and strategy for the team

Even in the midst of turmoil, keep the team focused on goals and strategy
Include the team in setting and evolving the team’s vision and making progress toward it.

8. Have key technical skills so you can help advise the team

Roll up your sleeves and conduct work side by side with the team, when needed.
Understand the specific challenges of the work.

Kind of a no-brainer list, huh? It reinforces the idea that leaders can make tremendous strides by simply following the basics: Be interested in your folks, help them achieve their goals, provide the resources and support they need and get out of their way, communicate and share information, and have a vision for where the team needs to go.

Hopefully you’re a good boss and these behaviors are already part of your repertoire. If they aren’t, don’t worry. They’re all things that are very much under your control and you can incorporate them into your leadership practices. After all, you don’t want to be a bad boss. Bad bosses are ugly.

6 Comments

Posted on June 14, 2015 by Randy Conley

Leadership, Management, Performance Management, Professionalism, Success

Bad Boss, Good Boss, Leadership, Management

Stop Measuring Employee Performance and Start Evaluating This 1 Thing Instead

Your performance reviews are doing very little to impact the results of your organization. Although they are an annual ritual in most organizations, the traditional performance evaluation of whether an employee “meets” or “exceeds expectations” or “needs improvement” is missing the mark. It’s measuring the wrong thing.

Instead of measuring an employee’s performance or effort against some generic set of competencies or how well they did in accomplishing their goals (which are almost always ill-defined or not completely within their control), we should be measuring the value they are creating and adding to the organization.

What does value look like compared to performance? Cy Wakeman’s recent Forbes article sparked an interesting discussion with my leadership team this past week. She has an interesting perspective on what value creation looks like in today’s business environment and I have to say I agree with her. The bottom-line is that adding value to the organization is much more important than meeting the minimum level of requirements in your job. Value is about delivering results that tangibly move your organization forward in fulfilling its purpose and mission. Value is about making you and your role indispensable to the organization, not just showing up to do a job.

Here are five practical ways you can move from just doing a job to truly adding value:

1. Adapt to change, don’t resist it – What did you say? You don’t like change? Get over it! The days of landing a job at a large company, plugging away for 30 years to earn your pension and a gold watch, then retiring to play golf or do needle-stitch the rest of your life are long gone. It’s 2015, not 1955. Flexibly adapting to change is one of the most critical skills needed in today’s business environment. What you’re doing today may not be what you’re doing tomorrow. The goals of the organization today may look different tomorrow when a new competitor enters the arena or economic conditions change suddenly. You have to be ready to adjust the sails and move in a new direction at a moments notice.

2. Keep improving your skills – Every day at work is a job interview. As employees, all of us should expect our employer to help develop us in our role, but career development should be seen as a privilege, not a right. Organizations have an obligation to provide the right training, tools, and resources to enable employees to maximize their potential in the job they were hired to do, but career development (promotions, moving into new roles, etc.) is a privilege and is not the employer’s responsibility. Is it a smart thing for employers to facilitate career development in order to attract and retain key talent? Absolutely! But it’s up to you to keep learning, to further your education, improve proficiency in your job, and develop new skills in alignment with the direction of your organization’s goals and strategies. No one else except you is responsible for your career development.

3. Be easy to do business with – Results have to be delivered and you have a choice in how that happens. You can choose to make it hard or easy. Hard looks like staying in your box, not considering alternatives, and religiously adhering to policy and losing sight of the spirit behind those rules and regulations. Easy looks like creative problem solving, understanding the needs of your customer, and changing systems and processes that may get in the way of serving them effectively. Easy looks like developing a brand reputation of being a “go to” person, someone who will find a way to get things done in spite of internal barriers and frustrations. Easy to do business with also means you have a no-drama factor. In fact, your emotional contribution to the organization adds value rather than taking it away.

4. Deliver results – Adding value is about contribution, not effort. Many people work extremely hard in their jobs but don’t necessarily contribute to the organization’s bottom-line. Working hard is a necessary ingredient for success but it’s not the end game. The end game is helping your team and organization succeed. Your hard work needs to translate into tangible results that contribute to the success of the organization. Delivering results means you’re constantly looking for ways to improve systems and processes, both personally and organizationally. It means you’re a problem solver and not just a problem spotter. Are you more valuable to your organization today than you were yesterday? People who focus on delivering results, and not just fulfilling the requirements of a job description, make themselves invaluable contributors to the organization whose worth grows day by day.

5. Have an ownership mentality – How would the value of your contribution be different if you acted like you own the place? Would you be more emotionally invested and passionate about the work you do? Would you produce higher quality products? Would you be a little more prudent or cautious with company expenses? Would you care a little more about the customer experience? People who approach their jobs with an ownership mentality care about these sorts of things. They view themselves as stewards of the company’s resources and work hard to promote the success of the entire organization, not just their particular role, team, or department.

Measuring performance is a good start but we can’t stop there. We have to move toward measuring value contribution and it’s our job as leaders to help our employees see the difference. Most importantly, we as leaders have to see our jobs differently. We have to see our jobs as facilitators of value creation and not just managers of performance.

Feel free to leave a comment and share your thoughts about how you, as an individual contributor or leader, are adding value to your organization.

23 Comments

Posted on March 1, 2015 by Randy Conley

Leadership, Management, Performance Management, Success, Talent Management

Leadership, Management, Performance Management, Performance Review, Value

The 1 Thing Every Employee Needs That Most Bosses Don’t Know How to Give

Every employee needs candid (yet caring) feedback about her performance, but most bosses shudder in fear at the thought of having that tough conversation.

I’m the first to admit that having a discussion about an employee’s failing performance is one of the most unpleasant things a leader has to do; it’s awkward and uncomfortable for both parties involved. I mean, come one, no one likes to hear they aren’t doing a good job. But the way in which the feedback and coaching is delivered can make a huge difference. The key is to have a plan and process to follow.

The following steps can help you balance toughness with tenderness and get an employee’s performance back on track while preserving, or even building trust in the process.

1. Prepare – Before you have the performance discussion, you need to make sure you’re prepared. Collect the facts or data that support your assessment of the employee’s low performance. Be sure to analyze the problem by asking yourself questions like:

Was the goal clear?
Was the right training, tools, or resources provided?
Did I provide the right leadership style?
Did the employee receiving coaching and feedback along the way?
Was the employee motivated and confident to achieve the goal?
Did the employee have any personal problems that impacted performance?

2. Describe the problem – State the purpose and ground rules of the meeting. It could sound something like “Susan, I’d like to talk to you about the problem you’re having with the defect rate of your widgets. I’ll give you my take on the problem and then I’d like to hear your perspective.”

Be specific in describing the problem, using the data you’ve collected or the behaviors you’ve observed. Illustrate the gap in performance by explaining what the performance or behavior should be and state what you want to happen now. It could sound something like “In the last week your defect rate has been 18% instead of your normal 10% or less. As I look at all the variables of the situation, I realize you’ve had some new people working on the line, and in a few instances, you haven’t had the necessary replacement parts you’ve needed. Obviously we need to get your rate back under 10%.”

3. Explore and acknowledge their viewpoint – This step involves you soliciting the input of the employee to get their perspective on the cause of the performance problem. Despite the information you’ve collected, you may learn something new about what could be causing or contributing to the decline in performance. Depending on the employee’s attitude, you may need to be prepared for defensiveness or excuses about the performance gap. Keep the conversation focused on the issue at hand and solicit the employee’s ideas for solving the problem.

4. Summarize the problem and causes – Identify points of disagreement that may exist, but try to emphasize the areas of agreement between you and the employee. When you’ve summarized the problem and main causes, ask if the two of you have enough agreement to move to problem solving. It could sound something like “Susan, we both agree that we need to get your defect rate to 10% or below and that you’ve had a few obstacles in your way like new people on the line and occasionally missing replacement parts. Where we see things differently is that I believe you don’t always have your paperwork, parts, and tools organized in advance the way you used to. While we don’t see the problem exactly the same, are we close enough to work on a solution?”

5. Problem solve for the solution – Once you’ve completed step four, you can then problem solve for specific solutions to close the performance gap. Depending on the employee’s level of competence and commitment on the goal or task, you may need to use more or less direction or support to help guide the problem solving process. The outcome of the problem solving process should be specific goals, actions, or strategies that you and/or the employee will put in place to address the performance problem. Set a schedule for checking in on the employee’s progress and be sure to thank them and express a desire for the performance to improve.

Using this five step process can help you address an employee’s poor performance with candor and care that will leave the employee knowing that you respect their dignity, value their contributions, and have their best interests at heart.

16 Comments

Posted on January 18, 2015 by Randy Conley

Accountability, Challenging Conversations, Communication, Conflict, Feedback, Leadership, Management, Performance Management

Challenging Conversations, Feedback, Performance Management, Poor Performance

2014’s Top 10 Posts: Why You Don’t Trust People, When to Fire Someone, and More

It’s hard to believe we’re about to tie a bow on 2014 and unwrap the present that will be 2015. This past year has seen a 29% growth in viewership for the Leading with Trust blog! I’m grateful for the community of people who take the time to read, comment on, and share the articles I write. My hope is they are beneficial to helping you lead in more authentic and genuine ways that build trust with those under your care. There is nothing more critical to the success of a leader than building trust with his/her followers. Leadership begins with trust!

As you reflect on your leadership lessons from this past year and contemplate areas for growth in 2015, these Top 10 articles from this year may provide some inspiration and guidance. Enjoy!

10th Most Popular Post: 10 Awesome Interview Questions to Really Get to Know Job Candidates – Creative questions that will help you make one of the most important decisions a leader faces.

9th: Five Steps to Repair Broken Trust – Originally published in July 2011, this continues to be one of the most widely read posts on Leading with Trust.

8th: 9 Warning Signs an Employee Needs to be Let Go – Sometimes firing an employee is inevitable. Learn the warning signs so you can address the situation quickly and respectfully.

7th: 3 Types of People, Projects, and Tasks Every Leader Needs to Eliminate – You need to lead with a purpose and this post will help you understand areas in your life that could benefit from some healthy pruning.

6th: 8 Essentials of an Effective Apology – One of the most powerful ways to rebuild trust is to apologize when you make mistakes. But not all apologies are created equal and this post will help you learn how to do it the right way.

5th: Are You a Thermometer or Thermostat Leader? – Do you set the tone for your team or do you reflect it? This post from June 2013 will challenge you to be a leader that functions like a thermostat instead of a thermometer.

4th: Everyday at Work is a Job Interview – 5 Tips for Demonstrating Your Value – Each day at work is an interview for you to keep your job. This post will help you understand and adapt to the reality of today’s competitive job environment.

3rd: Top 10 Easy, No or Low Cost Ways to Tell Employees “Thank You” – This Thanksgiving-themed post from 2013 applies year-round. Telling employees how much they are appreciated is one of the most powerful ways to build trust and high performance in your team.

2nd: Stop Walking on Eggshells – 4 Tips for Dealing with Temperamental People – Dealing with temperamental people at work can be intimidating and emotionally exhausting. Learn four tips to help you deal with this challenging situation.

and the #1 Most Popular Post for 2014…

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Be a Fair Leader by Treating Your Employees Like Chess Pieces, Not Checkers

When I was a young kid I used to love playing checkers with my younger sister. Part of the joy came from always beating her, which isn’t much of an accomplishment given she was four years younger than me, but mostly from it being an easy game to play. Checkers is a game with limited variations and clearly defined rules. You can move a checker forward, and once you get a “King,” you can move it backward. You capture your opponents’ checkers by jumping them and once you’ve captured all of them you win. That’s pretty much it.

Chess, on the other hand, is a different kind of game. Each piece on the board can move in different directions, but although each piece is treated differently, the rules of the game apply equally to all. There is also much more strategy involved in chess than in checkers. In chess you have to play with the long game in mind. Each move is one step in a larger plan to take control of the board and defeat your opponent. There are limitless ways to creatively implement your strategies.

I’ve noticed that when it comes to managing people, many leaders treat their people like checkers rather than chess pieces. I can understand why; it’s easier and less complicated. It’s also one of the most unfair things you can do as a leader.

Complete this statement: As a leader I am being fair because I treat everyone the _____.

You probably said “same,” didn’t you?

You’ve probably heard many leaders say that, and in fact, you’ve likely said it yourself from time to time, haven’t you? I know I have.

The reality is treating everyone the same can be quite unfair because everyone is not the same. People are like chess pieces, not checkers. Aristotle said, “There is nothing so unequal as the equal treatment of unequals.”

The key is to treat each of your people equitably and ethically given their unique needs and circumstances. Each team member has their own life story and individual gifts and abilities. Fair leaders don’t broad-brush everyone and treat them the same. They take each person’s situation into account and apply the rules and policies of the organization in an equitable and ethical way.

Of course there are certain rules, policies, and procedures that need to apply equally to everyone to ensure the health, safety, and welfare of all employees or to make sure your business produces quality products and services. However, when it comes to career development, performance management, and other employee-specific issues, leaders will build more trust and loyalty be treating people individually.

Treat your people like chess pieces and not checkers. Although it’s a harder game to play and takes more thought and energy, your team members will appreciate your efforts and respond with higher levels of trust, engagement, and performance.

Note: Credit goes to Tim Elmore for first exposing me to this idea. Check out his blog post on this topic for great insights.

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