One of the Achilles heels of most clients continues to be how to deal with a low performing team member. It’s hard to understand when you evaluate the costs. It’s easier to understand when you factor in the emotional component. Though it can be complicated, the most prevalent reason I find that leaders allow it to persist is that it’s difficult, time consuming and emotionally challenging to coach an underperforming leader or team member. So they put off dealing with the problem to the point where they may sacrifice:
Dealing with low performance can be time consuming and requires skill. Putting off dealing with a performance issue makes it more challenging to resolve. Most importantly it is undermining the fact that something else might be going on and unless you address it, will most likely continue. Underperformance is often about poor job, culture or boss fit, or something larger going on in the employee’s life. If you are a leader, your job is to inspire and motivate high performance from everyone. Allowing underperformance is bad for your team, reputation, business and ultimately for the individual who is not being asked to contribute their best. In the end that is what we all want to do.
3/9/2018 05:33:58 am
In present day's corporate environment, the establishments are being invited to execute more with fewer resources. Unfortunately, there are some franchises which face an extreme level of difficulty to deliver within the target line. But fortunately, some consulting services are there whose aim is to give a helping hand to these struggling corporate sectors to overcome this problem. Thanks to Moira, for explaining the high cost of low performance. I would like to suggest that a director should outsource a reliable consulting service to drive strategic alignment required for increasing the employee performance.
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Welcome to Moira's blog. I write a (mostly) monthly post about the work of building better work places: people strategies, systems, teams and leaders.