On managing underperformance…. 

Here is an unfortunate fact of life. Almost every team we work with has 1 or 2 of “those” people in it. By those people we mean the people that nobody really wants to work with, in fact, they will go out of their way to avoid working with them. They are the people who lower the overall tone and morale of the team and make underperformance almost acceptable. They appear to have no motivation and are not in any hurry to change. In our work we affectionately use the pseudonym “Bob” for these people. By the way, Bob is gender neutral, but you can call them Bobette if you prefer. :-)

We want to talk about managing Bob from 2 perspectives. These perspectives are not “or” perspectives meaning its one or the other. These are “and” perspectives- meaning we need to employ both of them to get the best outcome.

The first perspective is the personal and team based one. How do we performance manage Bob? How do we make sure they are in the right role and one that is aligned to their own purpose, values, goals and interests? How does Bob’s manager manage them in terms of role-based feedback, coaching, motivation and career development? And really trying to understand the underlying drivers of his lack of motivation. And finally, how does Bobs team build a high performance culture of accountability and ownership, so that under performance is simply not acceptable. When this happens, the team culture itself serves as a managing influence on Bob? These are all important questions and need to be addressed adequately.

The second perspective is them systemic one. In our work we talk a lot about temperature checking, By that we mean taking time out and checking whether we are cooking at the correct temperature in terms of our communication, our strategy, outcomes or leadership or all of the above. So let me ask a question…..if we are boiling at too higher temperature, do we blame the water or the setting of the flame? Yes exactly!! (nod) In the same way how much of Bobs behaviour is representative of the overall operating system we are using as opposed to only a personal behavioural deficiency.

Think of it like this. You’re still using Windows XP, when the rest of the world is using Windows 7. There are going to be some software incompatibilities. We see Bobs behaviour as highlighting the fact that your operating system is out of date. This is unintentional on Bobs behalf, of course, but it doesn’t dilute the validity of the message.

What is interesting is that we often find the skills, attitudes and mindset that Bobs manager and team need to change and develop in order to manage Bob more effectively are the very same ones needed to update and then work effectively within the new operating system.

So firstly, welcome and thank your Bobs; they are here to teach you something that is potentially of great benefit to your business. And secondly use the discomfort and frustration created by Bob to find better ways to doing business.

 

To find out more about True North Learning’s Managing Under Performance Program click here: http://truenorthlearning.com.au/problem-solvers/bob.php