Managing,Under,Performance,Bad business, insurance Managing Under Performance of Bad Attitude: How To Avoid The

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In this article the author reveals the reasons why the first action youshould take when you are facing an underperformance issue is to examineyour own approach to performance management. Learn the 5 mistakes everymanager should avoid if they want to turn round a disengaged individualor team.You have someone in the team who's underperforming. Younotice; other team members are noticing, and it's already causingunderlying tensions and friction. Left untackled, this problem can takeup masses of your time and energy, leaving you frustrated andstruggling to juggle all the other important aspects of your role.Beforeyou wade in and tackle the individual, just take a moment to see if youfall into any of the following traps which can either help create apoor attitude, or exacerbate an existing one.Trap one: Turninga blind eye You're picking up the signs that all is not well, but youhope the problem will go away. You decide to "leave well alone" andfeel uncomfortable and reluctant to spend time dealing with this.Result?Performance problems tend to build up. There's a strong possibilityothers in the team will have noticed, which might affect morale or yourown credibility as a manager. Bottom line - when you take your head outof the sand, the problem will still be there - but probably bigger!Traptwo: Shifting the problem! Have you ever been guilty of seeing if youcan pass the problem on to someone else? Put them on a "specialproject" or transfer to another team?Result? Whilst this canresolve the situation temporarily, you're storing up a whole host ofproblems for later on! The team you've transferred the individual tomay not thank you! And what sort of hidden message are you sending therest of your team if they feel someone is being given special treatmentdespite underperforming, or displaying a poor attitude? Mostimportantly, the individual will blithely continue unchanged, andunaware there is even an issue!Trap three: Playing Mr. Nice GuyYou pride yourself on being a real "people person", offering supportand development to staff. Conflict makes you feel a little uneasy anduncomfortable.Result: Whilst a key role of any manager is tosupport, encourage and develop his team, sometimes this just isn'tenough, and more may be needed. Adults can sometimes be a little likechildren! If you don't set clear expectations and boundaries and stickto them, there will always be some who will use this to manipulate ortake advantage.Trap four: Delegating the problem Are youtempted to hand this over to HR or someone higher up? Sometimes thismay be necessary - but almost always as a last resort, when othertactics have failed. And handing it to a colleague who you feel mightbe sympathetic or who is a good friend, isn't a good idea either.Result:You lose your credibility as a manager, and this situation will almostcertainly arise again. Are you always going to delegate?Trapfive: Taking the part of judge and jury. We all do it - making snapjudgements about people, or jumping to conclusions. If you've alreadymentally labelled someone as a "good" or "bad" performer, this willcolour your ability to take an objective view of the situation.Result:The biggest problem with this trap is it gets personal. Label someone"lazy", or "poor performer" for example, and their barriers will go up.Any hope of constructive discussion is blocked.Quick tipsolutions: - Touch base with staff more regularly so you pick up earlywarning signs. - Nip things in the bud! The moment you noticeperformance slipping - take the bull by the horns, express your concernas specifically as you can (vague comments are totally unhelpful!), andonce you've said what behaviour or attitudes are concerning you - shutup and listen! The more you show you are willing to listen andunderstand, the easier it will be to work towards a solution whichleaves everyone feeling positive. - Don't make it personal! Focus onthe behaviour which is causing the issue. Be able to explain it inneutral, factual language. Explain the impact this undesirablebehaviour has. - Ask the individual if they could suggest howobjectives could be met. - You don't have to ditch your Mr Nice Guyapproach entirely - just combine it with a challenging developmentplan, and clear expectations, which will facilitate change andimprovement! - Develop great coaching skills. - Come up with an actionplan and clear idea of your desired outcome and timeline for seeingimprovement. - Seek advice.Taking time out to understand ourown reactions and ways of managing underperformance can be the firststep in sorting out the problem, and is certainly time well spent. Article Tags: Fall Into