| One of the things that managers don't seem to want | | | | three months ago, had his reports in on time 95% of |
| to accept is that we will always have employee | | | | the time. He clearly knows how to get them in on time. |
| performance problems. The big goal is to solve new | | | | Trouble is, he is now consistently late. |
| problems, not to keep rehashing old ones. | | | | Diagnosis: It is a motivation problem. So what do you |
| Think of it this way. You drive a car. You have to (a) | | | | do? |
| fill it with gas and (b) get the oil changed. If you don't do | | | | First, assume that George is trying and that he is |
| these things. It will (a) stop; and (b) seize up. | | | | stressed trying to do his best under these new more |
| People are like that too. We require feeding and | | | | difficult circumstances. He was doing a good job |
| maintenance. Actually so do managers, because | | | | before. Something has gone off track. It's your job as |
| managers are people too, but that's another article. | | | | a manager to diagnose the problem and work with |
| Here's a situation in which an employee who is not | | | | George to fix it. |
| achieving the performance you want even though you | | | | Here are the Steps: |
| have clearly explained the "what to do," "why to do it," | | | | 1. You say, "I notice that you are, once again, late with |
| and "how to do it." He is qualified to do the job and has | | | | your reports." You then keep silent. Do not say another |
| been doing it for four years. | | | | word. Hold eye contact. Wait for George to respond. |
| The Case | | | | He who speaks first carries the monkey on his back. |
| You are the manager of a manufacturing unit that is | | | | 2. Let's say George says, "I'm way over-worked. I've |
| made up of 18 people. Since the downturn 3 people | | | | got people coming at me all the time and interrupting |
| have been "retired." Everyone is stretched to the limit | | | | me, so I get behind. I'm doing what I can." |
| because you are understaffed. You've noticed that | | | | 3. You respond with, "That must be difficult for you. |
| one guy, George, an estimator who has been working | | | | And, we must have those reports in on time otherwise |
| for you for four years, often fails to hand in his | | | | the line gets jammed up. People are waiting around. |
| inventory reports on time. These reports are key to | | | | Costs a lot of money. We must fix this, now." |
| keeping the line running smoothly. The other guys are | | | | 4. Then you say, "So what do you think you need to |
| grumbling about him. | | | | do to make sure you get those reports in on time? |
| How do you get George back on track? | | | | You were doing a great job before. Something must |
| First Diagnose the Situation: Because prescription | | | | have happened." Wait for George's response. If he |
| without diagnosis is management malpractice. | | | | comes back with some workable suggestions you |
| George is experienced and qualified to do the job. His | | | | move onto Step #6. If does not come up with useful |
| performance problems have arisen in the last few | | | | ideas you go to Step #5. |
| months since the cutbacks. You've tried the "soft" | | | | 5. So George, "What were you doing before when |
| indirect route by saying, "George, I noticed your last | | | | you were getting your reports in on time?" You wait |
| report was not in on time." | | | | for George to respond. |
| He replied, "Oh yeah, OK." Nothing changed. Then you | | | | 6. Then direct him to doing what he was doing |
| mentioned to him how important his reports are to the | | | | successfully, previously. Then move to Step #6. |
| smooth operation of the line. He agreed. He said he | | | | 7. You review with George, and make sure he |
| would get on it. He gets them in on time for a couple | | | | understands, exactly what actions you and he have |
| of days but then slides back into lateness. | | | | agreed on. |
| You've taken a delegating approach verging on | | | | 8. Check-in with George every couple of days to see |
| abdication with George that doesn't work. You've | | | | how he's doing and perhaps make any adjustments. |
| mis-diagnosed him. | | | | 9. When he's back on track regularly make sure you |
| Round Two | | | | thank him and tell him you've appreciated how he has |
| You do "The Video Test." That is, you imagine you're | | | | made this work. |
| watching a video of George's behaviours. You notice | | | | * Calculated savings = line down time$$ + George's |
| that the reports are well-written and accurate. They | | | | wasted time$$ + your time$$ + other employees |
| convey the necessary information. So, it's not a | | | | complaining time$$ |
| report-writing competency issue. | | | | Note: your actions would be different if it was a |
| You see very clearly that the reports are late. From a | | | | Competency issue. |
| playback on your behavioural "Video Test" George, | | | | |