Lack of Control

In the process of managing performance, I have seen a wide array of responses. One manifestation is the abuse victim. This is not an article about employees that have been through truly tragic life circumstances. The discussion covers the polar opposite of your average business manager. The tenacious manager will boldly step forward to take risks, to own failures and to push through adversity. They expect that everyone is built that way. Feedback is administered efficiently with clear expectations, so it should be very easy for the recipient to favorably respond. Unless, that person does not believe they have control. Yes, this story is about belief. The employee, whether a manager or hourly team member, that just doesn't seem to respond to the feedback might not care or they might believe they can impact their situation. Now what? This is where we separate managers from leaders. Managers show up for the periodic review and feedback. They go through the motions of explaining again and again that their direct report is not meeting expectations. They use formal processes to properly address this offender until the decision about their future with the company is imminent. Then they pull the trigger for lack of a better description. In the interim, they miss signs that the person receiving the feedback doesn't know how to respond. This is a human being that is in over their head. Like the chicken in the box, they have been zapped every time they turn, so now they just hold still hoping not to get zapped again. However, their inaction earns them a zap for trying to avoid it. Now the hard core folks in the group are wondering why I am having mercy on this person that is obviously not cut out for the job. Why should we be concerned about the reason they are missing the mark, when this is the true sign that they should not be with the company any more. Well, there are a few reasons. One is common human mercy, go figure. In addition, I suggest that the business reason includes timing and value. The majority of folks that I have found in the abused victim role are long term employees. They have grown so dependent on the company that they don't see themselves having control over their environment. Whether it be opportunities outside the company or just the courage to ask to step down they don't see their options. So timing involves, how quickly you need to move this poor performer out of a key role, considering it will take at least 90 days to get them through a performance improvement plan before the lawyers make you extend it to 6 months to avoid being sued. Once you have determined that they have given up out of fear instead lack of interest, you have an opening to talk to this individual about the possibility of stepping aside. Okay, for those that don't like stepping people down, lighten up! I am not a fan of stepping people down, but I am even less fond of allowing multi-million dollar businesses to go to crap because I'm waiting to fire someone. Also, take the time to identify the value this person has to offer the business. You are moving them out of the way of progress, but you don't want to handicap another portion of the business along the way. Find their value, open the way for needed talent in their current role, and give them a job that lets them succeed. That is a win-win that preserves business and humanity. Take the time to know your team. Get an understanding of their reactions and motivations. The right response to a poor performer can allow you to postively impact the business and the life of another person at the same time.