Limes & Low-Performing Peers: Observations from the Check-Out Line

"Everyone knows the guy in produce isn't doing his job." That was the answer the 19-year old cashier gave me when I inquired about the lack of quantity & quality limes at the grocery store. I had originally asked her thoughts about the impending school year (she was headed to her local community college for season two - fingers crossed - of softball - & continued pre-engineering studies). While I was both impressed with & surprised by her professional candor (& scholar-athlete status), I started to consider, as I piled the bags into my car, "What disservice are we doing the guy in produce by not acknowledging his perceived failings?"

As co-workers, let alone supervisors, we often default to sidebar conversations, internal eyerolls, collective judgment, & mounting frustration at the observation of a colleague not fulfilling his|her|their responsibilities. We may quietly simmer, stew, & even gossip about the deficiencies, resentment growing within, a bias accompanying thoughts of the peer. Maybe those responses are justified. But what benefit do they give the organization, the individual who wields the judgment, & most of all, the individual upon whom we have ascribed the label of low performer?

It certainly seems like an easier, safer option to grumble in silence or separation from a peer whose work we feel isn't up to par. After all, that's what their supervisor is for, right? "They get paid the big bucks. Let them handle it," we might rationalize. And yet, their absence of effort impacts us in many ways, both direct and indirect. It minimizes our collective ability to earn incentives, to achieve targets, to realize organizational goals and gains. It influences our individual and collective morale. "Why should I work harder if others aren't held to the same level of accountability?" This sort of thinking can't help but hinder our ability to truly put our best effort forward.

What then, should we do, when we’ve noticed a peer or colleague who doesn’t seem to be giving their all to the job? Here are some options that might be slightly more effective than lamenting the failings to a customer at check-out:

1.    Build a relationship with the co-worker. This will, ideally, result in earning his|her|their trust in sharing their story, acknowledging external challenges, and even asking for help on the job.

2.    Be clear. Communicate the impact of his|her|their lack of effort on your position and|or the entire team’s success. Identify not only how it impacted the team's performance, but also, what it could have looked like if everyone completed their duties well.

3.    Be supportive. Model the way. Partner up. Offer assistance. Ask questions. “How can I help you with these tasks so we can get done with close out more quickly?”

4.    Assume good intent. It’s often said, “We don’t know what we don’t know.” It could simply be lack of experience, unclear expectations, or confusion that have resulted in the low performance.

5.    Encourage and affirm in your communication, where possible. “I know you want to be successful.” “I want to be a good team member.” “By doing this, we can all earn the bonus!”

Whatever you do, just know, there’s likely more to the story about how the produce department ended up with five limes on a Sunday afternoon. Do yourself – your colleagues – and your organization a favor and be willing to learn and listen to that narrative for the sake of success!

Dr. Jennifer L. Blalock is an Executive Consultant, Coach, and Administrator, who loves a great lime and is always seeking to help individuals and organizations ripen!