Management Is Always The Last To Know And Act
Chris Beer
Founder, CEO & MD at George & Matilda Eyecare | Business Transformationalist | Retail Specialist | Independents Champion
I asked a question to a group of senior leaders recently, “has anyone ever fired anyone too quickly?”
The answer is simple . . . no one said yes, and this is due to a number of reasons. Management review processes are usually lagging indicators, management/leadership are not as close to the coal face by definition and sometimes, unfortunately, by choice.
The reality is that the teams are always first to know, as the poor performer lets the team down by not delivering, someone else has to pick up the slack, etc., etc. Then, when the poor performance becomes very obvious and clear, it’s usually identified and, correctly, a review plan is put in place, development plans discussed, etc., all of which are the right things to do to help someone succeed.
This is why the team is rarely surprised when a poor performer is moved on because, at the coffee machine, the team is generally talking about the poor process or lack of leadership and no one having the courage to act.
The real point of this blog is not to encourage people to deal with performance quicker, but to ensure performance standards are very clear, which makes performance transparent to all and what the acceptable range is. This is where the mistakes are made and need to be addressed, because when it’s transparent to the leader, it’s the leader’s responsibility to set people up to succeed and achieve.
The key to not being too slow or unfair is when targets and the range of expectation is transparent as are the consequences for not achieving and then executing consistently to these without waiver. Then the discussion at the coffee machine is about fair leadership and not that you’re slow, hard or inconsistent.
Management is always the last to know, so by the time YOU find out, you can be absolutely certain that person has needed to be removed for a while.
What strategy do you use to stay in front of the curve and not act too slow?
Founder & Principal, TAP. Adjunct Professor
3 年Great insights Chris
专业眼镜包装始于2007年，先后服务110+国际知名品牌，为他们提供全套的眼镜包装方案，并一站式解决所有的包装和展示事项，涉及产品如眼镜盒、眼镜布、展示箱、展示盒及展示道具等宣传 产品。
3 年actually, I think management is one of the performance, how do you think?
Opticial Dispenser/ Store Manager
3 年Hi Chris I worked for you in Melbourne & am about to retire from the industry. I would love to be involved in training in optics in a retail & customer service as the profession has lost it. I had the best training, love the profession but shudder when I walk into an optical store. It's a big investment...we gotta make em love it !! Lizzi Vivash
Employee Experience Guru | Career & Performance Coach | Strategic Consultant & Advisor | Multi Industry & Multinational Operations Executive | Culture Champion
3 年Love the opening question Chris. As for my two cents to play on the front foot. I recommend using a triple loop learning process. First, which seems simple but always surprised how often misdiagnosed, identify the right indicator gap. Second, is identify the process/ behavioral gap and whether it’s skill that needs development or will of desire to perform. Finally and most important, what is the culture gap and why is it missing which allows the poor or lack of behavior to exist in the first place? Culture is the foundation of any organzization and the hardest to asses during the hiring process. Once your realize the identity match to Culture is missing it’s time to act fast. Hence hire slow, but fire fast. Also note, management is responsible for fostering culture, and when they are the last to know and act it’s usually here.
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3 年Thanks for sharing