It happens. We have an employee that’s not cutting it. You know the steps to follow. First, we have a sit-down with them and lay it out. We tell them that they are coming up short, we offer specifics, we tell them what’s expected moving forward, we offer assistance, and then we inform them of the consequence of not meeting the terms of the probationary status. There are checkpoints along the way, other interim conversations, and eventually it is determined if the employee keeps the job or not. While not the most enjoyable task we perform as leaders, it’s a necessary and important one. Most of us do okay with the steps outlined.
But there’s one more step that is important. It has to do with our mindset toward the affected employee. To set this up, I’d say it’s rather common to silently give up on an underperforming employee. That is, we make our mind up that they are not going to make it and then we pull away from them. We avoid contact. Yes, we even ignore them. Human nature I suppose. I’ll raise my hand and say I have made this mistake.
What effective leaders do in times like this is to ‘lean in’. They get closer to the employee instead of farther apart. They find ways to spend time with the individual that is struggling. They find ways to interact. It could be to offer formal training. Or, it could be simply to have a conversation, to chat. They seek to engage with the individual. The point is they show an interest in the person. This does two things. First, it helps the struggling employee relax. It helps them trust their leader. And second, it creates a bond. A bond that may even be stronger than before the probationary period was conveyed. And when this occurs, only good things can happen.
Possibly the affected employee meets the terms of the probation and inspired by their leader’s interest in them, has new life. Moving forward, the employee would likely walk through a wall for his/her leader. The leader that treated them with respect.
Sometimes this honest and sincere effort to spend time with the affected employee yields the opportunity to reassign them to another position that better meets their skill set. Call that a win-win.
If the right decision is to separate, the time spent engaging with the employee makes things easier. The dismissal is more comfortable and there is an amicable parting of the ways. Not to stretch it, but dare I say this relationship can end with a sincere handshake or even an appropriate hug. Yep, it happens.
So, that’s it. When you are in the situation of dealing with an underperforming employee, adopt the mindset that says: Until they’re out; they’re in. This in turn will guide you to engage, not withdraw. That approach will be a difference maker.
#Leadership #Leadership Speaker #Executive Coach