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 #60
I don't like to brag, but when you look up the words "work ethic" in the dictionary, what you'll find is a picture of my sister, Shelley. She is one of those exceptional individuals you can count on—no matter what the circumstances—to get a job done. Lack of resources? No problem; she'll figure it out. Roadblocks along the way? No problem; she'll go around them. Challenging people? No problem; she will educate or advocate or counsel or negotiate or mediate (or, if she has to, arbitrate) to accomplish the goal. And the organization she works for has valued from her tenacity and perseverance and grit for a long time. In fact, today is her 40th anniversary with the same company! Loyalty like that is a rare commodity. Congratulations, Sis!
The reason I mention my sister and, specifically, her work ethic, is she sent me a quote after last week's CORE Bites that really got me thinking:
"Nothing will [demotivate] a great employee faster than watching you tolerate a bad one." — Perry Belcher
As a reminder, last week's topic addressed the concept of equality versus equity; assigning rewards—however they are defined—based on merit. My sister's note raised the converse perspective that inaction on the part of a manager when facing an under-performing or misbehaving team member can have a significant demotivating effect on top performers. Not surprisingly, I received several other emails expressing a similar concern.
So why are some managers reluctant to address misaligned behaviors they observe in employees? One doesn't need a degree in psychology to understand that failing to address an inappropriate behavior implicitly sanctions it—in essence, giving the employee permission to continue. This inaction also frustrates good-performing employees who must continue to deal with their difficult or under-performing co-worker, leading to distrust of the manager (and, potentially, the organization) for their failure to respond.
Hmm ... not good.
The HVAs listed below will examine some common excuses managers tell themselves for not responding to inappropriate behavior and how to think and respond differently. Do any apply to you?
I'd love to hear how these HVAs work for you!
Neil Dempster, PhD, MBA
RESULTant™ and Behavioral Engineer
"One thing I believe strongly in this life is that you just don't reward bad behavior."
— Phillip McGraw —