Little Buddha said
Some employees may be unaware of their poor performance and think they are doing well. Understanding what is causing their lack of awareness will help managers correct problem behaviors and help employees grow, or confirm managers' assessment that they may just not be able to meet job requirements.
Almost every leader has had the embarrassing experience of managing someone who thinks they're doing well when in fact they're just passing, or worse. In fact, in my 30-year consulting career, this has been one of the most common and exhausting performance issues I've observed.
What causes the disparity between the actual output of these employees and their perception of success? Some may not be getting the resources and clear feedback needed to develop and improve; others may not realize that they are struggling.
Whatever the reason, if the leader doesn't address the situation, the work of the outdated employee doesn't improve, and the company loses the value of a team member, and with the right support, that team member can thrive.
Perhaps a more insidious risk is that leaders will appear to condone unqualified jobs, while competent employees may become passive and pull away. But if you can identify potential causes of underperforming employees' lack of self-awareness, here are five ways to help you correct problem behavior — or see if that's possible.
Clarify expectations
A non-profit client has a pleasant work environment and a culture dedicated to understanding each other's needs. The chairman of the board of directors was annoyed by the lack of results in the work of a vice president. The vice president thought she was doing a great job because she worked hard. The chairman of the board reminded the vice president's supervisor (an executive) that it was his responsibility to ensure that the work was effective. The boss emphasized performance goals to the vice president, but because he didn't want to blame her or hurt her feelings, he didn't explain the harm to the company and the fact that her work was in jeopardy. He then lost faith in the vice president and eventually reduced her responsibilities, indirectly acknowledging the lack of progress in her work. Both the board chair and the boss later admitted that no one was direct enough to point out her performance issues.
Provide resources and support to employees
Most employees need leadership, guidance, and strong oversight to make progress, especially when they are involved in new departments of the company or are promoted to fill vacant positions in the company. If their innate skills are not enough to meet the requirements of their positions and responsibilities, they may not even perceive their own shortcomings.
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Almost every leader has been in the uncomfortable position of managing someone who thinks their performance is terrific when it’s actually just adequate, or worse. In fact, in my 30 years of consulting, it’s been one of the more frequent — and draining — performance problems I’ve observed.
What causes the mismatch between these employees’ real output and their perceptions of success? Some may not be receiving the resources and clear feedback they need to develop and improve; others may be unable to recognize that they’re struggling. Whatever the cause, if leaders fail to address the situation, the lagging employee’s work will not improve, and the organization will lose the value of a team member who could thrive if given the proper support. Perhaps a more insidious risk is that the leader will appear to condone substandard work, and competent employees may become demotivated and disengage. But if you can identify the likely cause of an underperformer’s lack of self-awareness, these five approaches will help you correct the problem behaviors — or understand whether that’s even possible.
Be clear about expectations. A nonprofit client had a congenial work environment and a cultural commitment to understanding each other’s needs. The board chair was exasperated by the lack of results from a particular VP, who believed she was doing fine because she was making an effort. The board chair reminded the VP’s manager, a senior executive, that he was responsible for ensuring results. The manager reinforced performance objectives with the VP, but because he didn’t want to blame her or hurt her feelings, didn’t explain the harm to the organization or the fact that her job was in jeopardy. He continued to lose confidence in the VP and eventually reduced her duties as an indirect way of acknowledging her lack of progress. Both the board chair and the manager later acknowledged that no one had been direct enough with her about her performance problems.
Provide employees with resources and support. Most employees need leadership, mentoring, and strong supervision in order to develop, particularly if they’re stepping into a function that’s new to the company or are promoted to fill an absence in the organization. If their natural skills are insufficient to meet the requirements of their role and responsibilities, they may not even perceive what their deficits are.
Liz Kislik | wen
Liz Kislik helps businesses, from the Fortune 500 to nonprofit state businesses and family businesses, solve their toughest problems. She has been teaching at NYU and Hofstra University, and recently spoke at TED x BaylorSchool. You can get her free guide, How to Resolve Interpersonal Conflicts in the Workplace, on her website.
Liu Jun | edit
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