I've worked with managers right across the sectors, from large public sector, blue chip companies and SMEs. The one thing they pretty much all have in common and wrestle with, is how to have conversations with people about under performance and poor behaviour.
There are lots of benefits for not having those conversations; sure, we can avoid conflict or emotional fall-out, we won't be seen as the bad guy and maybe we won't end up in a tribunal. These are merely perceptions though and none of them are compelling enough when weighed against the real benefits of creating a high performance culture in your business.
I often pose the question "what level of performance would someone have to drop to before you would consider doing something about it?". You would be astonished at some of the responses I get to that question and I usually then ask them to relate that to actual days of the week, "so what you are saying is you would be prepared to pay someone for Mon through to Fri but allow them to clock off on Wed afternoon?"
A few things that might help then:
I would be very interested to hear any comments or stories you have on this topic and I'm happy to answer any questions or provide a steer in this tricky area. Drop me a line here or message me via the Professionals network.
Finally, it's really important that managers and team leaders get some training in this arena.
We have a one day course called "Courageous Conversations" and the next one is at St Helens Chamber on Thursday 8th September Book your places here. Be great to be your host on the day.
About the author:
John Drysdale is a trainer, facilitator, coach and speaker and is the MD of No Guru Ltd based in Liverpool. He enjoys writing, blogging and designing engaging presentations. In his spare time he is a musician, runner and occasional hill climber.
JD
I specialise in the development of people. People as individuals, as leaders of teams and as part of teams.
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