Fred, a manager, needs to teach Grant, his employee, that
there would be consequences for poor performance. Let's
use a three-month project that Grant had failed to start as an
example of how to go back and fix a problem that Fred
inadvertently caused.Step One: Delegate clearly. This was the step Fred
did do pretty well. He specified the results he was looking
for, by when, and what costs.Step Two: Set a benchmark for partial completion.
In the future, Fred needs to establish benchmark dates
when sequential pieces of the project must be
accomplished to insure completion before the drop dead
date his management is expecting. He also needs to check
for understanding and ask Grant if he needs help.To insure Grant will get the new process, Fred must specify
when he wants Grant to get back to him with the first part of
the project done. . . in this case, choice of a vendor and
preliminary budget figures. Because this is now a rehab
project, Fred can't allow too long a time before the first
deadline. He also can't miss checking in on the agreed
upon date.Step Three: Deliver consequences for less than stellar
performance. If, by this first deadline date, Grant hasn't
found a vendor and started to put together the costs, it's time
for Fred to apply pressure to move Grant to action. Fred
needs to use the first indication of lack of performance to
reinforce his new expectations for changes in Grant's
behavior.Fred needs to ask Grant, "What do you need from me to
make this happen now?" If the answer is anything but
nothing, it's time for Fred to have a coaching conversation
with Grant: What have you done? What steps have you
already taken? What's your process? What additional
resources do you need?This is a conversation, a dialogue, not a monologue,
with the stated expectation that Grant will do what needs to
be done. Ask for clarity, understanding, and agreement
on date and time for completion. Fred is looking for
commitment from Grant that the task will be done. This
is the accountability conversation, closing all the escape
doors. At the end of the conversation they will both know
what will be done by the drop dead date. If Grant's answer is nothing, then it's time for Fred to restate
his expectations, deliver a close in due date, and ask for
agreement that the job will be done by then.With Step Three, Fred is going for accountability and
commitment, an assurance by Grant that he will do what he
needs to do to get the job done by the deadline. Fred needs
to go for this commitment now to teach Grant that Fred really
does expect him to do his work on time.Step Four: Drop Dead Date Compliance. Fred's most
important task this day is to ask for the deliverable. If he
doesn't ask, all the hard work of teaching Grant a new
lesson will be lost. Grant will have had one more chance to
learn that Fred doesn't care if work that is promised is really
delivered.If Grant delivers, great. Fred can take the next step, set
expectations for what the next part of the project is and when
it is to be delivered.If Grant doesn't deliver what was expected, time for a
counseling conversation.What is the difference between coaching conversations
and counseling conversations? Coaching is when the
person hasn't delivered but says they want to. It is a slip
between what is attempted and what is accomplished. Counseling is needed when people won't deliver what they
have promised.What you have been inadvertently teaching your employees?
Have you been undermining the productivity you say you
want by rewarding bad behavior?See the articles that discuss this further:Teaching Employees to Underperform, Coaching
Conversations, and Counseling Conversations atPatricia Wiklund Ph.D. works with managers who are
challenged with a difficult employee or colleague, and
organizations that need to get back on track to effectiveness
and productivity. Start increasing your management and
leadership skills with her new audio coaching program on
Emotional Intelligence: The Leadership Edge. Just click
here: http://www.PatWiklund.com/eiaudiocoaching.shtml
Contact Pat at Pat@patwiklund.com
Keyword : Performance, Management, Employees
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