I'm at my wit's end with this direct and need some input from the forum. on how to increase my direct's timeliness in completing assigned work.
I hired this direct into his job 2+ years ago. Even after allowing him sufficient time to learn his new job duties, he has had difficulties meeting deadlines and taking on more than one assignment at a time. The problem has not improved over time. I have tried giving feedback, coaching, setting firm deadlines, asking her to set him own deadlines, reducing her workload. All of these have only been partially successful in getting him to meet deadlines that in some cases are legally required.
His explanation for being late is that he has too much to do and things have to fall off hisplate to meet deadlines. He also complains that my management style is unlike any he has ever had in 20+ years of hiscareer. He refuses to accept that he does not meet expectations for timely completion of work and says my expectations are too high.
One difficulty with this is that, of the work he completes, it is very good - well written documents, complete. Meets all my needs except it is late and impacts others work.
I have discussed this with my boss and he agrees with me that the direct's workload is not too high to justify the chronic lateness.
I give my direct his evaluation next week and next year's expectations. Any suggestions on how to get my direct to improve?
Have you listened to the
Have you listened to the systemic feedback cast? And have you been documenting your discussions with the person and the deadlines that have been missed?
This is someone who's job should be in jeopardy, not because he is missing deadlines, but because he is unwilling to work on a major weakness. In today's economy, you can easily find someone who submits just as good work ON TIME.
That's my High D showing through a little ;-)
But before we go there, you need to let the person know how dire the situation is and work with him to correct it. Find out if there actually is too much on his plate. Is there anyone else who can help take on his work? What have you done to help him meet the deadlines? What kind of status reporting do you have in place? Is he working alone on projects? How are his peers doing with their deadlines? How does his workload compare with theirs? Is there any possibility that your expectations actually are too high?
Feedback targeted at his own goals?
Before going into systemic feedback, you have to verify whether you are giving feedback where the impact (part 3) is targeted at the DISC style of the direct. It sounds like this direct is a very high C to me. If that is really the case, it does not help if your feedback tells him that "respect from other group members is reduced" if he does not meet his deadlines.
Also, not every employee can handle the same work load and has the same strengths and weaknesses. TomW is right that everyone has to be aware of their weaknesses and willing to work on them. On the other hand, if at all possible you have to try and position your directs such that you leverage their strengths and are bothered as little as possible by their weaknesses, allowing them to grow gradually. You first choice should not be to put a High I/High S type person in a role as financial controller, or to put a High D/High C in marketing. Read "First, Break all the Rules" by Marcus Buckingham and Curt Coffmann", especially Chapter 5: "Focus on strengths".
Thanks for the great input.
Thanks for the great input.
I spoke with my boss at length about this yesterday as part of my own yearly evaluation, and he gave me some really good (although difficult to hear) insight and suggestions. What it boils down to in MT terms is that I'm not managing with my directs' DISC profiles in mind, but using the style my DISC gives me the most comfort. The direct in question seems to be a pretty high S, and is in a position that isn't really suited for that type of profile. There is no opportunity for a transfer to a better fitting position. I am a very high C and the care and feeding needed for the high S so goes against my grain!
My boss still agrees that this direct is not overtaxed in his assignments and needs to be held accountable for on-time delivery. I just need to approach the problem differently than in the past - much, much more affirming feedback than I've been giving, asking the direct what is getting in the way of meeting goals and what the direct can do to get them back on track.
I'd also recommend giving
I'd also recommend giving feedback that emphasizes the negative impacts on the team as a whole. The podcast about tailoring your feedback to different profiles can give you additional suggestions for how to illustrate why the direct needs to change their behavior.
Well, as Mark has said many
Well, as Mark has said many times, whenever there is a problem, look in ever widening concentric circles around your own desk! :-)