Examine the reasons for the gap
The only way to do this is to get the employee to talk the situation through by asking open-ended questions, and by listening.
There may be a number of legitimate reasons why someone has not performed to standard. Lack of resources, time pressures, insufficient training, bottlenecks in the system, mixed messages in terms of expectations, for example. (See my earlier article “Bad workmen or poor tools?“).
Everyone has a right to a fair hearing. However do be prepared for the excuses – “well Fred does it all the time and gets away with it”, or “I don’t see why that’s a problem”, “No one’s ever told me that I had to do that”. Is this a genuine disciplinary problem or an indication that help is required? These last two responses suggest that some more explanation or training is needed, and you may need to draw a line in the sand and set out your expectations for the future.
Also consider if the problem is down to relationships, to get attention, a grievance, or a clash of personalities.
Only by really understanding the reasons are we in a position to turn the situation around or prevent a reoccurrence. Tomorrow we’ll look at how to eliminate the performance gap.
Managing poor performance is key to effective leadership, and the skills needed will be covered in detail in my forthcoming online leadership coaching programme Leading for Peak Performance which is being launched in late September.Share This: