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I'm looking for some advice regarding my direct (I only have one) who has been known to have performance problems. I'm a new manager and feel that even after going through a lot of MT materials, I could use more help in making both myself and him more effective.

As I said, I'm a new manager (and new to this organization as well), while the direct has been at his position for about a year. I started about two weeks ago and every time his name has been mentioned when he's not around, I've only heard bad things about him from the rest of the team. He is apparently the least motivated member of the team, is often late to work (he was late to my first O3 meeting with him), and I'm told he has poor follow-through.

I've had two O3s with the direct so far and have not mentioned anything about performance issues or given negative feedback of any sort. I want to give him a blank slate, though I didn't say that to him. During the two O3s I learned a lot about him, and he's told me about where he wants to go with his career. They are things that he can do at our organization, which has plenty of opportunity available. He can grow in his position, and I've actually seen him do some good work so far. Aside from his lateness and a couple of instances of not following up (that I've seen), he does good work.

I know that MT guidance typically recommends not making major changes for the first 2-3 months on a job, rolling out the trinity slowly, and not providing negative feedback until something like 20 weeks after I start O3s. But I feel that that's WAY too long and I'm under pressure to address some issues now or very soon. Today the direct was late to work again and my boss was looking for him. Even though I'm still new to my job, my boss made it clear that this is a problem and I feel that it makes both me and my direct look bad.

I feel like I need to address at least the lateness issue now because it's so egregious. Is there any reason I shouldn't? I realize it may set our relationship back a bit because we still barely know each other, but again, it's such an egregious problem and needs to be addressed.

Also, one other minor detail: our organization is structured in a way where the team is spread out at different sites during the week. So I don't get to see the direct as often as I would if we were all in the same office every day. I do have weekly O3s scheduled with him though, and I also see him during bi-weekly team meetings and other more scattered days when I have time to visit our various sites.

mrreliable's picture

The feedback podcast talks about giving corrections whenever anything comes up, rather than waiting for a pattern of behavior to establish. Then it goes from a quick comment to a stressful come-to-Jesus meeting. From your description it doesn't sound like this person has any chance of self-correcting.

I think you're setting the relationship back by not giving feedback.

It appears the spotlight is on you.  The boss has specifically charged you with doing something about the direct's behavior. You might be the direct's last best hope of salvaging the situation. It will be no help to the direct if you do nothing, and doing nothing will make you look bad in the boss' eyes, especially since he's looking to you for a solution.

 

cynaus's picture
Training Badge

Hi BG - there is no hard and fast rule with regard to rolling out the Feedback model. The roll out of the Trinity is best case scenario and to work toward MT's recommendation wherever possible.

As this is an issue right now and needs to be dealt with *right now*, there's no reason you can't give adjusting feedback now. If it's not perfect, it's still going to be better than nothing at all.  Considering your manager has made it clear to you that this is a problem, s/he expects you to do something. Also added to that is the fact other team members seem to be complaining about him.  

Though building a relationship through O3s first would be the best way to go, in this instance having a quick chat with the direct won't hurt. It sounds like it's not a one off or occasional lateness either and all the more reason to address quickly.

Good luck!

 

 

 

bgcor's picture

 Thank you for the guidance. I'm going to bring up the lateness issue with my direct in our O3 this week, and will review more of the feedback podcasts so that I can deliver the message in the most effective way possible.

Thanks again, I appreciate the perspective and suggestions.