Editor’s Note: Readers sometimes ask about past TLNT articles, so every Friday we republish a Classic TLNT post.
As managers, at some point we all encounter an employee who frustrates us and drains the life and energy out of the team.
When you are in this situation with someone, you know it in your heart that you should act, particularly when they really annoy you. But, you don’t act right away because you second guess yourself, and you keep thinking, “they really do some things very well — sometimes…”
A colleague of mine shared this decision tree (right) with me, and since then life has been easier. When you are questioning yourself, whether or not to act, look at this chart. It makes it pretty clear.
Since a picture is worth a thousand words, I could probably stop here, but I’ll make a few additional points.
I am seeing more and more research that says that the overall team performance is defined by the lowest performer, not the highest performer.
One of my favorites was the NPR This American Life prologue, where a researcher got an actor to join a work team and act like a jerk, a slacker, or a depressive … and the rest of the team followed suit! Fascinating. (By the way if you go to this link, don’t miss the second act, the Mike Birbiglia segment, on a comedy routine gone horribly wrong. It’s wonderful.)
Even though it’s tough to act, it is worth it.
If you have a “Won’t” on your team – someone who may be capable but is fighting you at every turn, annoying others, being negative, checking in and out, working against what you are trying to do, or, damning it with superficial support — the payoff for dealing with them is big.
My experience has been, 100 percent of the time, that getting a “Won’t” out has a remarkably positive impact:
Taking action
Here are a few thoughts for taking action on poor performers:
It’s also important to note that the problem between you and a poor performer is not just between the two of you.
Your whole team sees it and they are watching and waiting to see what you will do about it. The longer you don’t act, the more you degrade your credibility and trust with the rest of your team, and maybe, even with your peers and boss.
This is the least fun part of management, but I bring it up from time to time because upgrading low performers has such a big impact on the success of your business — not to mention your sanity.
