Submitted by sfinlayson on
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Hi folks
I'm new to Managers tools and loving it, big help already! I have a situation i would welcome advice on. I have a direct who i have been working on around various performance issues, mostly about simple organisational skills. I have been having one to ones, very clear feedback ,coaching etc but it doesn't seem to be working and things that need to happen just don't happen, it all just seems to go over his head.
In conjuntion with my boss we had decided that enough was enough and we had to move to a more formal disciplinary process. However, at the same time the guys mother has taken very ill and his partner has developed terminal cancer with a short time to live. To move to a disciplinary now really feels like putting the boot in, he's a very nice guy, just not competent. What would other folk do? Do we proceed despite this as the behaviours need to be addressed? Postpone till later or leave things altogether and go back to the performance support untill things have settled down?
many thanks
Stephen
Difficult choice
FIrst, have you listened to the "Late stage coaching" podcasts? http://www.manager-tools.com/2006/02/how-to-fire-someone-well-almost
It can take up to 6 months to get rid of someone for poor performance. Is the impact of his performance great (good people quitting, patients not getting adequate care, etc) or is it mild to moderate?
Are there ways to structure his work that will allow him to succeed, where he may have struggled in the past (some jobs are more fungible than others)? You have a responsibility to your direct, to your team, and, very importantly, to the firm. Can you balance these in a new way?
The rest of your team will judge you by your actions here. Company culture (cut-throat or nurturing, for example) will partly determine how your actions are interpreted by your team. Remember Rule #6: There are no secrets.
In short, let your conscience be your guide. Long after this situation is history, you will still have to look in the mirror every morning.
John Hack
Thanks John, i appreciate
Thanks John, i appreciate that, i'll have a listen to the podcast tonight (it's hard as a newbie trying to prioritise them!). The issues are of the stuff Stephen Covey would call important but not urgent, stuff like appropriate support of his own directs, good forward planning, and actioning things that impact on the organisations reputation. So no one is going to die if they're not fixed tomorrow but their long term impact is substantial. I think the bottom line is the person who appointed them (not me!) got it wrong. I apreciate your comments greatly.
thanks
Stephen
Listen to Managing a Personal Crisis then Late Stage Coaching
Stephen,
Listen to these casts first.
http://www.manager-tools.com/2007/06/managing-through-a-personal-crisis-...
One thing I would like to know is how long has this person been in the company. If he has been there for several years, how much can another 6 months to a year hurt.
I remember being told that life has three major parts. Your family, your personal self esteem and your work. If there is trouble in any of the two at one time, the third will crack too. No doubt this person is already got two big cracks, so it is bound to effect his work. It will be tough for coaching to have a positive impact. No wonder things go over his head. Think of Covey's 5th habit... Seek to understand...Which does this guy worry about first, his mom's health, his partner's health, their medical bills, the kids, the lost income for the partner's earnings. It goes on and on.
What would you be thinking about?
Once you listen to managing a personal crisis, you'll know what to do. Your other team members will pull the load for him, so that he will pull it for them in the future.
Good luck and let us know how we can support you in the future.
Listen to Managing a Personal Crisis then Late Stage Coaching
Stephen,
Listen to these casts first.
http://www.manager-tools.com/2007/06/managing-through-a-personal-crisis-...
One thing I would like to know is how long has this person been in the company. If he has been there for several years, how much can another 6 months to a year hurt.
I remember being told that life has three major parts. Your family, your personal self esteem and your work. If there is trouble in any of the two at one time, the third will crack too. No doubt this person is already got two big cracks, so it is bound to effect his work. It will be tough for coaching to have a positive impact. No wonder things go over his head. Think of Covey's 5th habit... Seek to understand...Which does this guy worry about first, his mom's health, his partner's health, their medical bills, the kids, the lost income from the partner's earnings. It goes on and on. Give him the boot and he could go off, what's he got to lose during these tough times.
What would you be thinking about?
Once you listen to managing a personal crisis, you'll know what to do. Your other team members will pull the load for him, so that he will pull it for them in the future.
Good luck and let us know how we can support you in the future.
Thanks there, i really
Thanks there, i really appreciate the links, going to have a busy istening night tonight! I appreciate what you're saying though the performance issues were around before the personal crisis emerged, my dilemma is whether to back off a bit now given that they have emerged on top of it or whether that is just storing up more trouble further down the line. It's always good to be reminded of that habit though, my fear is that what i really need to understand is that he is out of his depth and has been appointed to a position that doesn't suit his natural abilities. I feel a profound sense of sadness about the situation as i really like and respect the guy as a human being but haven't figured out how to reach him to develop the skills he needs to make the job work for him. Many thanks for your comments.
Stephen
Yes...
Personal crisis BEFORE the late stage coaching podcasts. Good catch, JHB.
John Hack
Give him assignments
That fit his natural abilities, that will take the pressure off him, give him and you some early easy wins, and then build from there after the crisis will be over, or the economy recovers and you can assign him a role that he fits better into.
JHBChina
Treat him as you would others
I would be lenient. If anyone in your org had to endure that kind of personal pressure then most mangers would (I hope) cut them some slack. Apply that to the current situation and ask why wouldn't you extend him the same sympathy. The commercial answer that this is only delays matters and could hurt the company by delaying. How will his workmates percieve this - kicking someone when they are down?
Be open. Things are on hold and not to worry.
Good luck.
Chris