Submitted by prutovitz on
in
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I have a direct who is a High-C. She is conscientious, hard-working, perfectionist and sometimes stubborn. We have a bi-weekly compliance meeting where I have asked her to take the minutes. She does not like doing it, but does it. However I always have to remind her, she does not let me know where she is and the deadline I set for her does not seem to matter to her. I know this is all typical High-C behavior.
I have been managing it as best I could, but last week she did not get the minutes done before the meeting. My boss also attends this meeting, the minutes are discussed and stored online. I always ask for the draft at least 1 day before the meeting so I have time to review them and leave enough time to get send them round to everyone to review before the meeting. In my one-on-one with her, I addressed this with her, suggesting that if she is going to miss a deadline she needs to let me know so we can discuss it and if necessary someone else could take over the task for the given week.
She told me that she found this offensive and said I was being childish. She does not think that there is any need to have deadlines as she knows that she has to do it. She also does not think that letting me know she will miss a deadline is important. She got so worked up we had to end the meeting.
My question is, how can I persuade her that deadlines do matter, that I do need to know about it if she will miss a deadline and that I am not being unprofessional by asking her to stick to deadlines and communicate with me about it?
I look forward to any advice you can give me.
I've seen simlar
Hi. I have seen similar behavior.
See if you can find any M-T Podcasts about High C and managing High C.
That is the first place to go.
Then here are a few thoughts that I suggest you keep in mind.
* You always assume that the Direct wants to do a Good Job and that the reason for this resistance makes sense to them, so that they can do a good job.
Start with that.
Tell them that you know that they want to do a good job, and that you appreciate that.
* And then ask them what they are are concerned about ?
* Ask them what they are afraid of ?
-- See if you can address those concerns. Let them know where things are on your priority chart --- Maybe they think something is more important that you didn't realize.
* Let them know that you also have a job to do --- and setting deadlines for your directs is part of doing your job well.
-- A High C will appreciate that you want to do your job well.
-- I started getting better behavior from my similar direct when I showed him that 50% of my Performance review, from my Boss, is graded on my Employee Management. And that defining my direct's jobs, setting goals, asking for reports, pushing for better performance, improving relationships, and setting deadlines _is part of my job_. And I get evaluated on this ... just like I evaluate my directs on their ability to work within the job, achieve goals, make reports, improve performance, improve relationships and meet deadlines.
I had to repeat that spiel a few times at his Annual Appraisal - Mid-Year Appraisal, and during One-on-Ones.
But, eventually, either he started to understand or he just stopped resisting me to get me to shut up. Whatever the reason -- his behavior improved.
It really sets the ball in in the Direct's court that he/she doesn't get to tell you what your job is.
And it let's them know exactly what your fair and reasonable expectations are.
And - If you do Feedback
Then don't argue with the Direct. Just give FeedBack --- When you miss a Deadline ... here is the result. Can you please improve that ?
Give Feedback every time.
And
If you do Annual Appraisals suggest that if this does not improve that you will put this in writing -- "Fails to meet Deadlines" -- For a High C - that is a dire consequence. They will know you are serious if you tell them this.
Please feel free to Directly Message me if you have or want more details.
Good Luck
Sincerely,
TJPuccio
The task includes reporting
Great response from TJ,
Also, remind your direct that the task included the reporting - i.e. the sending out of the minutes. the task is not completed until the minutes are distributed. Identify the consequences of the minutes not being shared in a timely manner and ensure they are part of your feedback.
Is it possible to move to visual record keeping?
https://www.manager-tools.com/2013/12/visual-record-keeping-part-1
This would have the minutes out straight after the meeting.
Kind regards
Kev
I'm less charitable
1) Directs don't get to decide how you manage them
2) Deadlines are important (even if your direct doesn't understand all the reasons why) and part of the job - you've got a performance issue here, it doesn't really matter what their DISC profile is
3) Reporting is part of the task - I know there's a MT podcast on this somewhere - not reporting means you're not doing the job correctly
You've got good advice above, and I always like the "softly softly" approach as a start, but ultimately you need to performance manage the direct, starting with the adjusting feedback that has already been mentioned.