Managing Underperformance | Mental Maps #04

A cookie-cutter approach works many times. However, delivering performance feedback is definitely not one of them. As a manager, empathy and adaptability are two skills that you should have in your toolbox, and addressing someone's performance is one of those moments for you to resourcefully use them. As a general rule, when it comes to any interpersonal-related topic, make sure to have them readily available.

If you choose not to, things can get challenging. You wouldn't address someone underperforming the same way you would someone exceeding your expectations. If you do, it's likely that neither will achieve what you initially intended. The underperformer might continue underperforming, and the overperformer may feel a sense of emptiness and frustration, thinking you missed the opportunity to address it.

From here, things can spiral down to low team engagement, leading to a lack of teamwork, higher turnover, loss of confidence, and more. It can be quite daunting, right? That's why, as a manager, your responsibility is to address both good and bad performance. Acknowledge and reinforce the good ones, while also guiding and redirecting the poor ones.

Sticking to a one-size-fits-all method ended up causing me problems just a week later.

In the early stages of my managerial career, tackling underperformance was a challenge. It wasn't about a lack of willingness to make a change; rather, I was unaware of my shortcomings in this area. It took making mistakes, like the one I'm about to share, to recognize the need for change. Reflecting on it now, I understood deep down that my approach needed adjustment, but at the time, I simply didn't have the necessary insights.

I found myself leading a new team with a fresh set of challenges and a new boss. The team faced various struggles at different levels, resulting in a significant decline in sales. The decision was made to overhaul the entire management team, and that's when my boss and I stepped in.

True to my nature, I chose a friendly approach, aiming to build relationships and navigate the challenging situation as best as I could with the limited tools in my toolbox at the time. Unfortunately, this strategy didn't yield positive results. The team remained undisciplined, disregarded given directions, and essentially operated in a rogue manner. Despite recognizing the issue, I found myself unable to pivot to a different approach due to uncertainty about what steps to take.

As you can imagine, things escalated quickly. Team members weren't attentive, consistently arrived late, and neglected their basic responsibilities. This was compounded by a sense of superiority among many, misinterpreting my friendly approach as a sign they could take advantage and push boundaries.

There wasn't a single "aha!" moment for me; it took a series of events to recognize that I wasn't making the necessary impact. My boss, who was understanding and a great teacher, realized that I needed to reach this realization on my own. Over time, with his guidance, I eventually understood that the situation wasn't going to change unless I made significant adjustments.

The fundamental lesson was to be clear about what you expect from your team, communicate those expectations openly, and ensure everyone takes responsibility for their actions. Keep a record of the progress made, and if goals are achieved, acknowledge the success while maintaining ongoing accountability. Understand that effective leadership is a long-term commitment, even in moments of success. If goals are not met, adjust your approach, continually assess the situation, and make sure everyone is aware of the expectations you've set. If expectations are not over time and there have been several attempts to redirect the situation, time to escalate.

Give people chances, but expect accountability and results.

It proved to be a powerful lesson that extended beyond that specific situation and team. The insights gained became a pivotal point for my personal and professional development. Applying these lessons significantly benefited my leadership approach in subsequent endeavors, contributing to my growth as a leader.

Shortly after, armed with my newfound lessons and an expanded toolbox, I assumed leadership of a small team. This time, I was the decision-maker with less supervision but greater responsibility and accountability. Drawing from my past experience, I quickly identified the challenges and recognized the underperforming team members upon my arrival.

This time, I opted for a direct approach. It took me just one week to have individual conversations with each of the underperforming team members. My communication was straightforward and clear; I provided them with opportunities to learn from their mistakes and time to make adjustments. However, I held each of them accountable. While most of them succeeded, it was a harsh reality that not everyone was able to meet the expectations.

To my surprise, maintaining clear expectations, holding people accountable, and simultaneously providing chances yielded several unexpected benefits:

• Fostering a sense of fairness in the workplace through consistent standards.
• Building leadership credibility and a positive reputation.
• Improving overall team productivity and dynamics.
• Providing growth opportunities for those who actively pursue them.

It took me some time to learn from my mistakes, but the lesson was invaluable. Understanding the individuals on the other side, adapting your approach, reading the room, and executing – this process became a blueprint for success. Rinse and repeat for continued success.