May 2011

Learning Tree

Management Insights
Expert Advice from Todays Top Professionals
Five Steps for Dealing with Employee Underperformance
Judi Williams, Managing Director of Great Beginnings Limited

Derek had taken on a new staff member, Trevor, to run the companys internal production systems. Trevor was talented, creative and knowledgeableessential qualities that allowed Trevor to maintain the robust and efficient system that the entire production process depended upon. But his performance was lacking in other respects, and Derek needed him to make some behavioural changes. Trevor would often turn up late for work and meetings, negatively impacting his colleagues and demonstrating a general lack of commitment to the department. Derek had tried everything he could think ofpleading, ignoring, yelling, threateningto get Trevor to change his behaviour. Trevor would mumble reassurances and promise to change, but nothing changed except Trevors increasingly sulky and resentful attitude toward Derek. At this point, Derek realised that he needed external help, and he contacted me for advice and guidance. First, I identified the root of Trevors workplace underperformance as being the parent-child relationship between himself and his supervisor, Derek. I described to Derek the dangerous dynamics of parent-child relationships in the workplace. While Derek had been acting in a well-intentioned way, the words and attitudes he had chosen were counterproductive. Everything Derek did sent the same message to Trevor: that Derek was Trevors parent. The more Trevor experienced the parent in Derek, the more the child in Trevor came into play. Regardless of how logical Dereks arguments were, Trevor wasnt going to hear them, let alone respond with a positive change.

Trevors childlike stubbornness should not have surprised Derek: As adults, we dont respond well to being parented. Instead, we tend to respond in the same way we did when we were kids, with either passive acceptance or aggressive tantrums. Sometimes, as in Trevors case, we respond with both, which produces passiveaggressive behaviour that seems to accept direction but refuses to conform to it. As a result of our conversation, Derek had a lightbulb moment. Wow. I see Im actually colluding with the behaviour I dont want, he said. Derek paused for a minute to think and then added, You know, I cant change Trevor. But I can change my own approach. Next, I outlined for Derek a five-step process that he could use to transform the parent-child dynamic with Trevor into an adult-to-adult relationship that would improve Trevors performance. The key change was to place responsibility for Trevors choices squarely back with Trevor. With this new insight, Derek changed his attitude toward Trevor. By shifting his own mind-set and implementing new interpersonal tools, Derek soon began to see the needed changes in Trevors behaviour and, consequently, the desired improvement in his performance. Derek says that from now on, hell handle all similar situations this way: Its not only quicker and more effective, it actually enhances relationships. And, as Derek discovered, its much less stressful than trying to be a parent. The next time you suspect that parent-child dynamics may be at the root of your employees underperformance, ask yourself whether you might be supporting this dynamic. Refer to the questions below to clarify your concerns before you take the five steps to deal with your employees underperformance.
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May 2011

Learning Tree

Management Insights
Expert Advice from Todays Top Professionals
Checklist for Identifying the Root of Employee Underperformance
 What is the specific behaviour that results in the underperformance? (Think: What does the person do or not do that causes an impact or a loss of benefit?)  How is this behaviour affecting your employees work, and/ or how is it affecting the work of others? (Think: What is the specific impact on their own work or someone elses, and how can I describe that in quantitative terms?)  Are your employees responsibilities clear to them? (Think: Is there any ambiguity here? Does this person understand clearly what they need to achieve and why, and the manner in which they need to achieve it?)  Are your performance expectations clear to them? (Think: Are my expectations realistic and positive? Have I clearly described both the results required and the appropriate behaviours expected?)  Are you certain that there is no mismatch between your expectations and your employees abilities? (Think: Have I considered this persons natural strengths and talents? Have I provided what this person needs to be successful in terms of training, coaching and support?)  Finally, have you done all you could and should do? (Think: Am I contributing to the problem in any way? Is this a symptom of anything I have or have not done?) If you have answered these questions and are confident that you are dealing with a parent-child dynamic rather than a symptom of a different problem, then apply this five-step process to help you establish the adult-to-adult relationship your employee needs to improve their performance. Compare the required performance to the currently exhibited performance. Tell the employee what is missing from their performance, not what is wrong with it.

Step 2: Listen to your employee

Ensure understanding by inviting feedback. Ask: So, tell me what you understand is happening and what needs to be achieved. Gain agreement that the required results are reasonable. Ask: Do you agree that the results I require are reasonable? Gain acknowledgment of what is missing.

Step 3: Plan with your employee

Invite your employee to offer suggestions about what they could do. Ask: How do you plan to achieve this? What course of action could you take? Explore options or alternatives. Offer your support and encouragement. Ask: Is there anything you need from me?

Step 4: Restate
Give your employee a summary of their suggestions. Ask: What are you going to do? Restate what has been agreed to, in order to gain commitment. Ask: So, youve told me you will do x and y and z. Is that correct?

Step 5: Monitor
Assess whether the plan is being followed. Reinforce positive behaviours; appreciate small, specific changes. Say: Thank you for your efforts. I particularly appreciate x and y.

Five Steps for Dealing with Employee Underperformance Step 1:  Describe the problem to your employee
Clearly state the required performance or behaviour, using adult-to-adult language, i.e., using careful language that is descriptive and objective and that reflects a problem-solving approach rooted in the role of I (the supervisor) rather than you (the employee).

About the Author

Judi Williams is a consultant and career coach, and is Managing Director of Great Beginnings Limited, specialising in team and personal effectiveness in the workplace. She authors and delivers many of Learning Trees personal skills courses and wrote Course 297, Personal Skills for Professional Excellence. Contact Judi Williams at j.williams@great-beginnings.co.uk

Productivity through Education

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