Are you ready to stop tolerating what isn't working?

TUESDAY - GOVERANCE TIP

Many leaders find managing the attitudes and behaviours of their employees a challenge.

It can be hard for some leaders to raise their concerns with employees when they are behaving unprofessionally, are unconstructive and generally hard to deal with.

It is even harder when your poor behaving employee happens to be your best sales person, your fastest most efficient warehouse team member or creates amazing outcomes with external stakeholders whilst being an absolute nightmare to deal with during the development process internally.

I remember a situation in my recent past where a team member created a mind-blowingly amazing innovation that changed the course of not just the organisation, but the industry that they operated in. Everyone externally applauded this individual - they received many accolades. Internally, team members at all levels of the organisation had a very poor experience of them - they were hard to deal with, not a team player and rarely if ever demonstrated our defined company values or behaviours.

We were faced with a rather challenging situation - should we reward someone that behaves poorly yet delivers amazing outcomes?

I think not - and in this particular case the organisation chose not to too. Instead, a real conversation with the employee was had as part of their performance management process.

The conversation included the fact that the organisation equally valued both how people felt and were treated during the development/delivery of the outcome as well as the outcome itself and individuals would not get rewarded for delivery one without the other.

Although these conversations are a fundamental part of a leaders role, I am regularly surprised to find that many leaders either don't have tools in their organisation to support them with situations like this, or have the tools and just don't use them (either because they don't know how or it's just all too hard).

In fact over 80% of organisations I have worked with over the last 5 years don't have the basics - this includes defined values and behaviours that are embedded as part of the organisations performance management framework.

Surprising right?

Yet getting the basics right and embedding them as part of standard processes in organisations is fundamental and in the case of my past example, they play a critical part of supporting both the Leaders and employees in understand expectations and rewarding positive behaviours and outcomes.

Does your organisation have the basics covered or are you tolerating behaviours that are just not working?

Want to know more? Book in for a complimentary discovery session at www.governancecollective.com.au