WHEN MANAGERS REALISE THAT EMPLOYEE POOR PERFORMANCE IS CAUSED BY A WEAKNESS OR NON-TALENT, THEY DEVELOP A SUPPORT SYSTEM, FIND A COMPLEMENTARY PARTNER OR LOOK FOR AN ALTERNATIVE ROLE. MANAGING AROUND THE EMPLOYEE’S WEAKNESS AND FOCUSING ON THE STRENGTHS IS THE AIM OF THE EFFECTIVE MANAGER.
Procrastination must be set aside in dealing with employee poor performance, if not, it will invite in a dangerous unproductive situation. It must be engaged with head-on as quickly as possible.
Employee poor performance could be the result of engaging with a task with deficient tools or information. A careful job redesigning and an initiating of proactive steps to improve the cooperation between individuals or departments could be undertaken to resolve this undesirable situation. A personal loss could also be a source of poor performance. A staff grieving over the loss a relative would require some patience and understanding.
If a struggling employee lacks the necessary skills or knowledge, then, the poor performance is trainable.
Great managers do not force their staff to change an unproductive habit, like late-coming, that may be having an adverse effect on the morale and performance of a team. What they do is to draw the staff’s attention to the negative perceptions fostered among the teammates by the uninspiring behaviour and the likely consequences of continuing with the behaviour. Often times, the awareness of the negative impressions that the undesirable attitude is attracting to the staff gets him or her to change for the better.
A manager could be responsible for employee poor performance by lacking an aptitude for the right way to motivate an employee. Motivating a non-competitive person with contests or a shy person with public praise is counterproductive. It is the responsibility of the manager to find the right way to motivate an employee and lever the inherent talents into performance. An employee may find it difficult to get out of non-performance due to a lack of the necessary talents required to function excellently and effectively in certain roles. Thus a salesperson lacking empathy required for creating rapport with the prospects, will not do well. Equally, an executive bereft of the talent of strategic thinking for unearthing hidden traps or opportunities will put up a mediocre performance.
When managers realise that employee poor performance is caused by a weakness or non-talent, they develop a support system, find a complementary partner or look for an alternative role. Managing around the employee’s weakness and focusing on the strengths is the aim of the effective manager. They shoo-in effectiveness by capitalizing on who their employees are, not by trying to fix who they are not.
For there to be a healthy partnership, all the concerned partners must own up to the understanding that neither of them is perfect.
Great managers are aware that excellent teams are built on individual excellence. So, armed with this insight, they cast or position each employee in the right role that matches the talent.
A manager spending most of the time in managing around the weakness of a particular staff, often realises that a casting error has been made and that it may be time to find an alternative role for the staff.