Episode D.011 Dealing With Performance Problems

Analyzing Performance Problems
This is our last of our 4 Shows on a Situational Approach to Leadership, I decided to add another reference that should be on everyone's desk. If you are responsible for people there is not a better tool for identifying the root cause for performance problems. Like the previous book this reference has been part of my leadership for the last 4 decades.

Premise behind the Concept
That are only a few general categories of performance issues and that if you can quickly identify it, the odds of turning the situation around are high.

Problem Solving Steps - pre-meeting:

1. What is the performance problem? (Describe the gap between what is and what should be)
2. Is it critical enough to warrant your attention? (Impact of leaving it alone?)
3. Is it structural? (unclear standards of performance, lack of resources)
4. What are the consequences for failing? (Law of the Good Deal - rewarded for doing the wrong things, punished for doing the right things)
5. Is it a skill deficiency? (What is their track record of performance)
6. What is the motivation problem? (unclear expectations, no linkage between the job and their desired future)

How to Handle the Meeting

1. Describe the behavior
2. Reaffirm the Standard
3. Discuss the Gap (if necessary)
4. Ask about the Reason
5. If its Ability/Competence - arrange for training
6. If it is Willingness/Commitment - explain the natural consequences for failure to perform - stop if they comply or
7. If it is Willingness/Commitment - explain the impact to them for failure to perform - stop if they comply or
8. If it is Willingness/Commitment - explain the impact to others for failure to perform - stop if they comply or
9. If it is Willingness/Commitment - explain the impact on you for failure to perform - stop if they comply or
10. If you get here - explain the disciplinary action you will take and document the meeting

Dealing with Emotion and Complex Explanations
Many times when get to this point the other individuals answers becomes a complex weave of issues - some true and others not so much. Over the years we have developed an approach to deal with this dynamic to achieve as much as possible in a single meeting.

4 Types of messages:

1. Simple without Emotion - we have already dealt with this using the above approach.
2. Complex without Emotion - demands intense active listening to organize the information. Allow them to tell the entire story to gain context, then paraphrase what they said to gain agreement you understand. Next have them tell the story again in chronological order to identify the real underlying issue.
3. Simple with Emotion - demands allowing the emotion to run its course. You giving them permission to express their feeling. Express you understand how they can feel that way without agreeing their interpretation is correct.
4. Complex with Emotion - the most difficult, solve the emotion problem first then move on to the complexity. First use the techniques for emotion, then move on to complexity.

Next Show: ​D.012 Creating An Eligibility Advertizement