Managing Poor Performance is a Game of Many Names

This high stakes game goes by many names. At the same time it never goes by a single, universally known label like poker, solitaire, Hearts or Spades. Managing poor performance is more like a description of the challenge rather than the name of the game. But a challenge is still a competitive endeavor.

And calling it a game is not always accurate. Sometimes the manipulation is so subtle that even the poor performer doesn’t realize they are participating in the game of managing poor performance. Perhaps they don’t even feel like they are delivering poor performance. At other times they know full well they are playing a losing game but want to see the manager lose too.

The names of the four trump cards to watch for are Knowledge, Barriers, Choice and Incompetence.

Managing Poor Performance and the Trump Card Called Knowledge

This trump card features a four headed graphic. You can turn the card four different ways in your hand and see something slightly different each time. But, it is still the card called knowledge.

Hold the card on one edge and you discover the employee does not know what is expected of them. Rotate it just one edge and you discover the employee does not know how to do what is expected of them. Rotate it one more edge and you discover that the employee does not know how to do the new things that have changed since they first signed on to do the job. And finally, rotate it all the way around and discover that the employee doesn’t understand why things are to be done as you’ve outlined them.

I’m a baby boomer. I used to ask why more frequently. But I was typically told one of two answers when I did so: 1) Because I said so; 2) because we’ve always done it that way.

Along the way I also discovered that some leaders didn’t know the why either. More, these days it is less important to dwell on the why. To be sure get some basic understanding but don’t dwell in that zone too long, Focus instead on how to move forward.

Handle the trump card called knowledge with two cards of your own: Expectations and Training. If people don’t know what they are expected to do – tell them. Succinctly, directly, thoroughly, clearly, repetitively if necessary – but tell them. It amazes me how often this is really what is at the core of losing the game of managing poor performance.

If people don’t know how to do what they are supposed to do, then train them.

You can lose the game of managing poor performance if you discipline an employee for a lack of knowledge.

Managing Poor Performance and the Trump Card Called Barriers

This card features a two headed graphic because there tends to be two kinds of barriers: business and personal. The employee could not complete the report by the 4:00pm Friday deadline because records from three other employees were not completed on Thursday. That’s a business barrier. Another employee has trouble reading or checking the tiny boxes on a single-page form. This may be a personal barrier if there are some vision challenges. It may be a business barrier if the form designer crammed too many things onto one page in eight point font.

Handle the trump card called barriers by doing one of two things. First, remove the barriers. Some barriers may be complex – it may take you awhile. Other barriers may be expensive – it may take some budget re-alignment. Some barriers may be beyond your control. In this case, go to the second position, do what you can to at least identify the barrier. By identifying the barrier you may at least be able to mitigate it if you cannot remove it entirely.

You can lose the game of managing poor performance if you discipline an employee when a business barrier exists.

Now, let’s address the employee’s broken alarm clock. It has made them late to work. Is that a personal barrier? If it happened one time… maybe. If it happens frequently, it is a choice. And that’s a different trump card in this game of managing poor performance.

Managing Poor Performance and the Trump Card Called Choice

An employee is not likely to tell you, “Boss, today I am going to choose not to perform.” Oh, this card may on rare occasions be played this way, but it is not the typical play.

Instead, you are likely to encounter any one of a thousand excuses. Sort those excuses out into four piles: Knowledge, Barriers, Choice and Incompetence. For all of those that fall into the pile called choice then you can clearly see this card in front of you. (We’ll handle incompetence shortly.)

Handle the trump card called choice by moving from coaching to disciplining. This requires two things – demonstrating the skill of disciplining and relying upon the process of discipline as outlined in your employee handbook, union contract and/or human resources guidelines. Your goal is to cut them out of the organization ethically, legally and by giving them a reasonable chance to choose to perform. Giving them the reasonable chance to choose to perform can be accomplished by skilled disciplining.

Perhaps your company has a policy called “progressive discipline.” Following that policy (process) is not the same as demonstrating the skill of disciplining. You can learn the rules of tennis but that doesn’t make you a tennis player. You can learn the steps of “progressive discipline” but that doesn’t make you a skilled team leader who practices discipline.

As a foot note to your own knowledge, recognize that the term “progressive” typically means sequential rather than up-to-date with best practices for discipline. Add to your knowledge that many organizations focus on communicating the policy rather than developing the skill. Heads up: this can derail you as a leader who is managing poor performance. Learn more about best practices for discipline by reading Dick Grote's book Discipline Without Punishment. (And of course, bring us on-site to facilitate learning and practice for talent development.)

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You can lose the game of managing poor performance if you remain in the coaching zone rather than advancing to the disciplining zone when an employee chooses not to perform.

You can lose the game of managing poor performance if you don’t cut the non-performer out of the organization because other performers will get tired of carrying their weight. They too will choose not to perform because they see that this is the kind of business culture you are designing.

Managing Poor Performance and the Trump Card Called Incompetence

This card has two faces: competence and incompetence. It is a matter of how you say it. Perhaps the best way to describe it is as “the lack of competence.”

Describing someone as incompetent can seem like bullying. It can come off as derogatory rather than descriptive in the game of managing poor performance. The truth is that all of us “lack competence” in different things.

I know how to swim. I’m not a competent swimmer. I typically choose not to swim because I prefer to sip coffee while sitting comfortably at the side of the pool. Seriously, I do know how to swim. I even passed a semester long swimming class in college. If you observed me swimming I’m confident you would consider me incompetent. But being an excellent observer doesn’t make you a bully.

I suspect you’ve encountered someone who enthusiastically was trying to do their job – but they just didn’t have the competence to get the desired results. They chose to perform. They lacked competence.

I also suspect you’ve encountered someone who performed well in their job a few weeks ago. But now, they have a chip on their shoulder, a scowl on their face, sarcasm in their voice and tardiness in the results they deliver. They are competent to perform. They choose not to do so.

Handle the trump card of incompetence by sequentially doing two things. First, look around the organization to see if there is another place where they can competently perform. This must be a legitimate endeavor so they can be successful in this new role. Second, if there is not a realistic place where they can competently perform then your job is to cut them out of the organization – legally and ethically.

You can lose the game of managing poor performance if you keep the person who lacks competence in a job they do poorly because other people will get tired of carrying their weight. The other performers will choose not to do their job well because they see that this is the business culture you are designing.

Alright, who’s turn to deal?

About Glenn

A former principal of Greenfield Development Group, he has led teams of people in large and small businesses as well as non-profit organizations. Glenn has facilitated more than 2000 boot camps, workshops, webinars and seminars on a wide range of leadership and human resources topics. His educational credentials include a Master's degree in Organizational Behavior from the University of Texas at Dallas.