Frustrated by your people?

If you work with people....and who doesn't...you may possibly, on occasion, perhaps become somewhat frustrated.

We routinely get disappointed in their poor communication, their lack of measurable results, and their attitudes and mindsets. If you don't find yourself frustrated at times you may not be telling the truth to yourself about the toll these frustrations can take.

In 1998, a client of mine invented what I named, the Halpin Step Up or Step Out Program(tm). Another client, now retired, used to say, "the best thing about the Step Up or Step Out Program is people don't know they are on it."

This is a very gentle, encouraging way of engaging people more effectively and consistently.

By being soft there is no requirement for any 'crucial conversations'. No need to involve HR who may want to put the brakes on the situation by putting the person on a 'performance improvement plan'. Plus as you use it with Board Members who are languishing or executives who don't deliver consistently, you can't very easily involve your HR team.

The solution to these people challenges is simpler than imagined.

The first step is to take personal responsibility for the current situation. Let's be real; you've played a part in either allowing this situation to occur or more likely, allowing it to fester. Let that sink in for a minute. What role have you played?

If you go to the poor performer and say, "Hey Bob, I'm so sorry we haven't been more successful on this project. I want to take full responsibility and get us back on track quickly. I can see in hindsight I should have been clearer about my expectations upfront and I should have spent more time with you designing better metrics and a more realistic timeline. Can we meet tomorrow at 2 o'clock to get this project back on track?"

What you are doing here is creating a safe space so Bob doesn't have to get defensive or justify his poor performance. You are not letting Bob off the hook, however. You are saying, "let's meet tomorrow and develop a new action plan to get this project back on track".

At the meeting tomorrow you can come up with a better plan in your mind's eye but the important piece is to not become the driver of the new plan. Bob must own the new plan by developing it himself. But with your perspective in your mind's eye, you can give him immediate feedback on the plan so you can make it as robust as possible.

The next important key is to build in short timeframes; not 90-days, not 60-days, not even 7-days. Why wait a week or longer to discover Bob is not going to be successful? In fact, the longer you delay, the more likely Bob is to not able to remember the deadline or the expectations you've negotiated. I like 2-3 day deadlines so you'll know quickly if Bob is able to step up.

And here is the most important piece of the Step Up or Step Out Program. I call them Interim Checkpoints. After the 2 pm meeting you might wait 2-3 hours and then circle back with Bob either face to face or via text. You can ask Bob if he has any questions or concerns that have arisen since your meeting a few hours earlier. You can ask if he sees any potential obstacles you may have to help him remove.

The purpose of these Interim Checkpoints is to help Bob be successful, in advance. So much more productive for everyone instead of waiting for him to drop the ball and say, "gotcha!". Plus these reinforce your expectations that Bob has ownership and needs to deliver.

The next Interim Checkpoint should be as early as the next morning. Again, in an encouraging and supportive way, ask Bob if he needs help with anything. This reinforces not just the expectations to be delivered but also the timeframe.

But you have to be genuine and really want to help Bob step up. If you are not genuine, Bob will sniff out your manipulation on the spot and things will not end well for you.

If Bob is not going to be successful, you may know it the very first day because he will tell you in any number of ways through his attitude, his openness to receiving help, and his willingness to take charge of this project and situation.

Some clients have initially complained because this feels like 'micro-management' they say. That is one perspective of course. However, it only requires this level of consistentcy for a few days. By then it will become clear to both you and Bob as to whether he is going to step up or self-select out with his dignity intact and his head held high.

Other clients have said it flat out doesn't work. When I question them about their consistency 100% of those situations have been left to languish for a week or 10-days. That is never going to be productive. Consistency, especially in the first 24-36 hours is critical.

The Step Up or Step Out Program has been used by leaders across the Globe in 360-degree environments; with the Board Members or executives above them, with their peers, and with their direct reports. It has worked from the Board Room to the Boiler Room.

Take a look at my outline in the comments below for more help.