In the May 2009 HRMagazine article, “The Seduction of Potential,” Keith Rosen talks about talks about why we are seduced into thinking that if we just give the under-performer a little more time, they will realize their potential.
We think this even when we have little evidence of improvement. Yes, they had great references, a great attitude and all the right answers, but little to show for it. Love this from Keith, “Having certainty and confidence in people, supported by evidence, is a healthier, more productive model when creating new possibilities This is what I refer to as authentic human potential” (emphasis mine)
My take… a quick assessment I offer managers is to ask themselves if they are spending more time on this individual’s improvement than the individual is. I know it is tough to know when you, as a manager, have done enough. But all you can do is open the door and offer opportunities and a plan for improvement.
If you find that you are losing sleep, and making it about you, reach out. Get advice on what is a reasonable plan AND a reasonable time period to see improvement. Don’t wait too long. Often we wait, get frustrated, and then want to let them go without evidence of a reasonable effort.
Ultimately, you are doing no one any favors by carrying an under-performer. I have heard many reasons for not acting on dealing with an under-performer. Your avoidance, whatever costs you think are at stake, is far outweighed by the price you pay in other ways.
You may overlook the needs of your other reports. Your staff may overcompensate for the under-performer, to pick up the slack. And you’ve probably been there yourself – using work time to kvetch that so-and-so is not pulling their weight.
Your staff may even sympathize with your position for awhile, but this will change. While you are avoiding hurting the under-performer by taking action too soon, you risk eventually losing the rest of your staff.
You lose more of their time because now they will be kvetching about how you are not doing your job. You lose their respect for you. They don’t take you as seriously, and aren’t as willing to follow your lead. Your best people may even leave in frustration.
I know it is hard, but it is time to step up. Get training, get advice, research and practice, practice, practice. You will be doing your staff (and your career) a great favor.
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One bad apple spoils the barrel! Great post and I emailed it to a client.