Establish the Gap
What is it they have done or failed to do? How does this compare with the standard or rules? What is the impact (actual or potential) of their actions? We should be focusing on actual behaviours – what we have seen or heard first hand.
It’s very easy to haul someone into the office to take them up on something you’ve been told by someone else, only to have them deny their actions. So gather facts (opposed to hearsay, and others’ perceptions and opinions). Be prepared to give specific examples, the more recent the better – so don’t start dragging up something they did or said two months ago.
Avoid making judgments about their attitude or personality e.g. “I don’t like your attitude”, or “you are very arrogant”. What have you seen or heard them do that has led you to that conclusion? Is there a genuine shortfall in standards of performance?
By focusing on their actions and behaviours you are less likely to get a defensive response and it is easier for people to identify what they need to change.
Tomorrfow we’ll go on to look at eliminating the 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: