Clearview® Performance Systems brings you ... ... a Culture of Results & Engagement™
Here's the next in our series of weekly managerial TIPS (Techniques, Insights, and Practical Solutions)
to help you better engage your team in the activities that lead to higher performance.
CORE Bites Issue #45
You've just accepted a new position and you're now going to be leading an existing team of employees. While you're excited about the opportunity to grow this team of (mostly) good/great performers, you're also feeling some angst because you'll be inheriting an acknowledged under-performer.
During the final interview for this new position, the under-performing employee came up as an "issue that will need to be dealt with." Your discomfort increased significantly when you realized the employee in question had been allowed to perform at mediocre levels for an extended period of time, and that his past annual performance reviews were all "Meets Expectations."
Too far-fetched? Couldn't happen?
I can't speak for your organization specifically, but my observations—generally—of current organizational practices confirm that under-management has become an epidemic—there's just not enough effective performance management being done! We often hear that micro-management (a close opposite of under-management) is a problem but—at least in the context of increasing accountability within poor performing employees—under-management seems to be much more prevalent.
The HVAs listed below are designed to help alleviate some of the angst when you've inherited an under-performing employee and get him or her engaged in practices that lead to higher performance.
If the employee's behaviors still convey "Under-Performer" ...
Note: The primary reason you're now dealing with an 'inherited' under-performer is because his or her substandard performance was not dealt with by your predecessor (the previous manager). Regardless of the reason(s) that manager had for tolerating poor performance, now is the time for spinal fortitude - have the necessary conversations and put in place the necessary action plans that should have been done in the past (this employee's future managers will thank you!).
I'd love to hear how this HVA works for you!
Neil Dempster, PhD, MBA
RESULTant™ and Behavioral Engineer
"If you are building a culture where honest expectations are communicated and peer accountability is the norm, then the group will address poor performance and attitudes."
— Henry Cloud —