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Dealing with the Five Causes of Professional Jealousy

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Successful leaders learn to work with their subordinates to achieve mutual goals and objectives. However, in any organization there will be individuals who are jealous of the success attained by their leader. This jealousy often stems from their fear of personal failure. Leaders must recognize the threat these employees pose not only to the leader’s career, but also to the overall performance of the organization.

Jealousy in any form is not healthy: it is highly detrimental to the organization’s success. Jealous individuals are not team-oriented, as they are only concerned with their personal needs. The presence of such employees is counterproductive to leadership’s attempts to focus on the needs of all and accomplish mutual goals.

It is important for leaders to recognize the existence of professional jealousy and its impact on the success of the organization. Leaders cannot simply ignore individuals that harbor jealousy; they must work with each jealous employee to correct behaviors and to address and resolve the underlying problem.

There are many causes of professional jealousy. The most common are examined below, with techniques suggested for resolving each problem.

Status Quo

Some individuals resist change for a variety of reasons. In most cases, they become jealous as their power base is threatened by a transition in management styles, or they fear being subsequently exposed as incompetent.

Leaders must sit down with these individuals and have a frank discussion to get them to disclose the reasons behind their jealousy and resistance to change. To help resolve the situation, leaders should stress the extreme importance of teamwork in the accomplishment of mutual goals and objectives, with change being part of the equation. If individuals refuse to change, their behavior will become increasingly obvious as the organization moves forward. Ultimately, they will be compelled to change or forced to leave the organization. So, before the process plays out, leaders can personally help struggling employees achieve their personal goals by offering suggestions to allay any major concerns that are responsible for their jealousy.

Credit

Some people become jealous when others receive credit for their accomplishment. In such instances, the jealous individual often engages in immature and damaging behavior.

Quality leaders aren’t concerned with others getting the credit for a job well done. In correspondence with superiors, a leader will usually give all credit to his or her team. Leaders should, however, make it a point to bolster the success of other managers. This technique works to reduce some feelings of inadequacy that lead to jealousy.

While it is often difficult to deal with immature individuals, leaders must invest the time to discuss any concerns and then attempt to broker an agreement to resolve pressing issues. If these individuals remain irrational, their behaviors will eventually expose their lack of leadership qualities.

Resources

Some managers can be jealous of another manager’s success because they fear the successful manager will be apportioned a higher amount of limited corporate resources, such as staff, funds and materials.

Leaders should talk with these individuals and work something out. A successful resolution of this issue will increase their department’s performance, which in turn will benefit the organization as a whole.

Advancement

Some managers are jealous of successful associates. They fear that they will be left behind as their successful coworkers are afforded additional opportunities for advancement.

In a competitive marketplace, these jealous individuals can be dangerous. Leaders should be willing to “go to bat” for another manager in front of senior management to highlight his or her accomplishments and contributions. This often diminishes personal animosity and jealousy between managers.

Personal Agenda

Individuals can have a variety of personal agendas that will make them jealous of a successful leader. But there is no room for personal agendas in an organization transitioning into a leadership environment. As the organization changes its culture, individuals that lack a team spirit will be exposed and thus compelled to either abandon their personal agendas or vacate their position. Effective leaders will attempt to identify the root causes of these personal agendas and discuss them openly with these individuals to resolve them.

If you are seeking proven expertise and best practices of dealing with negative employee attitudes and behaviors to train or educate your employees to solve problems and improve their performance in this area, refer to Negative Employee Attitudes: Pinpoint Management Skill Development Training Series.Click here to learn more.

Related:

Conflict is Inevitable With Persistent Resistance to Change

Do Institutionalized Management Practices Create Formidable Obstacles to Change?

Eight Strategies for Handling Disruptive Situations

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

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Do Institutionalized Management Practices Create Formidable Obstacles to Change?

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fearfulman

Every organization must adapt to change whether they like it or not. Customers, competition and technology compel organizations to adjust. The success and speed of change is dependent upon several key factors that are closely associated with leadership.

However, institutionalized management practices and structures can create formidable obstacles to internal change and can prevent organizations from taking advantage of short windows of opportunity. These obstacles present a challenge to all managers.

In most organizations individuals are taught to manage not by leading but by controlling and directing. Within these organizational cultures, this style of management is often equated with leadership. This key fallacy often prevents organizations from effecting change and taking advantage of afforded opportunities.

Management is a precise set of processes that keeps a complicated system of people, resources and technology running smoothly and, hopefully, without problems. These processes include functions such as planning, budgeting, organizing and controlling. Yet management as leadership goes well beyond these activities to include the set of processes that initially creates an organization and allows it to adapt to a variety of changing circumstances.

It is important for managers to understand the difference between the two processes. Leadership is what defines the future for the organization, aligns people with a vision and motivates them to carry on despite the obstacles. Transforming an organization in the face of change requires a majority of leadership skills and a minority of controlling and directing skills. While management in the traditional sense was required to build and staff the large corporate organizations of the past, leadership is what is required to transform them in the face of change for the future.

The key factors of change within any organization are all leadership-based. In the past, management was essential to internally build and maintain large organizations and bureaucracies. While such management is still important, organizations faced with rapidly changing technologies, markets and competition must focus their efforts externally to effectively handle change and take advantage of the subsequent opportunities. This external focus is part of leadership.

The reasons behind this strategy are self-evident. Internally-focused managers and employees tend to be myopic in their thinking, which makes it difficult for them to identify the external forces presenting both threats and opportunities to the organization. Insular thinking is designed to protect internal bureaucracies and political power bases; thus, it denies the existence of the forces of change that are buffeting the organization.

Since they disregard the forces of change, these managers are highly resistant to alterations and build walls within the organization. These barriers are difficult for managers as leaders to overcome. Before they can emerge to challenge these internal barriers, they must understand how the key factors of leadership compare with the traditional management structure, and how the two vary in style and approach to change. While controlling and directing management can support leadership in the accomplishment of goals and objectives, most organizational cultures have traditional managers dictating what managers as leaders should and can do; this is the opposite of what should be happening. The following comparisons are where many of the directing/leading conflicts occur with traditional management imposing its principles and constraints upon leadership.

Planning and Budgeting vs. Establishing Direction

The role of management in the traditional sense is to establish detailed steps and schedules that direct the organization toward the accomplishment of its goals and objectives. Individuals and organizational resources are allotted according to need and assigned to specific tasks.

The role of management as leadership is to develop and define an organizational vision for the future. Managers initiate strategies to produce the necessary changes required to achieve their vision.

The conflict in traditional manager-run organizations is that they wish to have managers who lead work within the constraints of the established plans and budgets, which limits their ability to act and effect overall change. Rather, planning and budgeting should be used to support the manager’s goals and vision to implement necessary organizational change. This presents a challenge for managers as leaders: they must effect internal change before they can achieve external change.

Organizing and Staffing vs. Aligning People

The conflict between organizing and staffing on the one hand, and aligning people on the other, is an argument of form over function. Many entrenched managers have institutionalized a number of management functions, which creates highly structured programs that help the organization to achieve its institutionalized goals and objectives. Employees and resources of the organization are controlled and directed through these goals related to policies, procedures, methods and systems.

While managers as leaders understand the validity of a management structure and a need for it to support a leader’s vision, goals and objectives, they are primarily guided by the principles of aligning people to their vision. Managers who lead accomplish their goals by communicating direction, via words and deeds, to everyone whose cooperation is needed for the creation of teams and coalitions that understand the vision and accept its validity.

Once teams and coalitions are internally established, managers understand the need for the functions of organizing and staffing that support these efforts, but are not constrained by them.

Controlling and Problem Solving vs. Motivating and Inspiring

The use of control methods and techniques is management’s way to monitor results and identify deviations from the plan. Problem solving techniques are instituted to use the organizational resources that resolve the problem.

The manager who leads will use these methods and techniques only after motivating and inspiring people to overcome the major internal and external barriers to change. A key difference is that controllers and directors use methods to implement solutions while leaders motivate people to change.

Predictability and Order vs. Change and Opportunity

The fundamental difference between controlling and leading management is in the final results.

Controlling management focuses on the short-term results that are expected by various stakeholders in the organization, such as meeting budgets and quotas and producing an adequate return on investment. Their focus is on predictability and order, which inhibits organizational adaptation and transformation to meet the forces of change.

Management as leadership aims to drive the organization through change vis-à-vis their vision. While this focus may alter the organization’s short-term goals, it has the potential to produce extremely useful change by taking advantage of emerging opportunities and transforming the organization in a positive manner. The results of this endeavor can produce new products, services, approaches and methods that positively impact the organization in the long-term.

Excerpt: Facilitating Change: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

How Well Do You Set the Tone?

What Does Luck Have to Do With It?

Anticipating and Handling Employee Fears of Change

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

Should Accountability Be a Primary Priority?

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womenspeaking

Today it seems that much of what we hear focuses on a lack of accountability. It resonates inside business practices as well as being far reaching in the character of influential people within our political environment, cultural role models and those responsible for influencing and teaching our children. Accountability is an important topic to consider, especially in business today. After all, a lack of accountability in the workplace does produce both intended and unintended consequences that can affect so many people in a brief amount time.

The choices we make and the paths we choose to take all come with associated levels of accountability and accompanied consequences. Many in the business setting tend to have extremely higher stakes and risks. The question is; “Should accountability be a number one priority in today’s business climate?”

Basic Definition of Accountability

The basic definition of accountability can be simply defined. It is being answerable to others.  In the work environment as managers and leaders, it is important for several reasons. Accountability is the means for applying checks and balances. These protect companies from internal and external vulnerabilities and competitive disadvantages. It enhances fairness for employees and limits disruptions and frustrations that slow their efforts and personal growth. Through accountability, everyone can be given the opportunity to share their ideas, motivate and encourage those around them. Perhaps it is time to look at accountability as a “positive business relationship factor” rather than a “judgment that defines individual progress and potential”.

Personal Accountability

Accountability inside the workplace needs to be considered as a positive principle to embrace. It motivates each of us to do our best. It presses us to be better managers of the time, talents, responsibilities and resources that have been awarded us to oversee. If it were not for being answerable to someone else, it would likely become a much more difficult task to foster personal growth and to become better at what we do along the way. Nothing hampers individual promotions and work relationships more than a lack of personal accountability, or the desire for it. If you look around and give it careful consideration, you will probably notice that most divisions and derisions within departments or work units can be directly traced back to issues of little to no accountability in regard to one or more people.

Why Many Will Openly or Silently Resist Accountability?

Being in a leadership position requires the knowledge of understanding why many employees and even peers will openly or silently resist accountability. It may be wise to formally address them as part of your company expectations or workplace standards reinforcement activities.

Some Employees Have an Aversion to Accountability 

They are inwardly or even at times outwardly rebellious to authority. They sometimes feel they know better than someone else, and will refuse to adhere to any rules or suggestions that they have had no input or say into their development or implementation.

Some Employees May Be Simply Lazy and Non-Performance Driven

Accountability interferes with the ability to continue in their comfort zones fordoing what they feel they want to do, when they desire to do it.

Some Employees May Fear the Loss of Their Jobs or Positions

Accountability implies a disclosure of their negative performance in areas where they may be compared to others, where positive outcomes will become undermined or overlooked.

Some Employees May Not Trust Their Mangers or Supervisors

They refuse to believe the accountability criteria they set will be fair, or feel it will be used appropriately.

Pride or Ego Highly Contributes to the Erosion and Resistance to Accountability

Some individuals believe that the means of their own personal feelings and belief system will forever tend to justify the ends and outcomes they wish to produce. Actions of accountability and support of everyone’s interests are not a necessary part of the process for getting something accomplished. These individuals usually feel they are above the need to display qualities of corporate responsibility, while being held to the same standards as everyone else.

Accountability Stimulates Individuals Do Their Very Best

These are sobering days for any business and especially those that function within them. Character, high standards for staying on course, upholding personal convictions, promoting truthful words and unwavering actions while displaying high levels of responsibility, are all an integral part of accountability.

While it is true that everyone is probably forced to do more with less, accountability needs to become a two way street. A buy-in to accountability can make a huge difference. Work relationships generally become stronger.  Responsibility becomes part of the company culture. Paths to individual success, progress and promotion are opened up. Corporate stability is sustained, which in turn allows for greater future growth and individual prosperity. Trust within the workplace is greatly enhanced. Loyalty increases.

For multiple reasons, accountability stimulates individuals do their best, versus doing only what is needed to get by. In the end accountability will ensure that all workers will begin to hold each other to set standards, and because of it, increase pride and more positive workplace attitudes. Individuals taking advantage of circumstances and situations tend to become far fewer. Challenges can be addressed and solved without the accompaniment of intimidation and fear. By placing accountability as a number one priority, there will be far fewer challenges to overcome but more privileges, promotions and positive rewards to offer.

Related:

Supporting Employees’ Need to Achieve Maximum Results

Assessing Employee Growth and Development

Nine Rules for Coaching Your Employees

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

Handling Workplace Complaints, Concerns and Issues

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blogNegativeEmployees

Leaders in the workplace hear several complaints every day. Some are minor and easily resolved; others are more complex, requiring complicated solutions. Leaders should have a specific procedure or decision tree set up to guide them through the resolution process fairly and consistently.

Decision trees come in different varieties, some more suited to particular issues than others. One type can be quite logical, providing the leader with a rather intuitive model to follow for simple problems. Difficult problems, on the other hand, require more complex models that give leaders the more intricate guidance they require.

Unresolved complaints are symptomatic of underlying issues in the workplace. When left unsettled, these issues fester and ultimately surface as major problems that can impact productivity, efficiency and performance, as well as expose an organization to legal liabilities. Leaders must always strive to resolve a problem; otherwise, employees who continually complain about the same issue yet don’t see action being taken likely have legal recourse. Even a seemingly minor issue can have potential legal ramifications that make the company liable for failing to address the complaint.

Effective leaders understand the importance of immediately addressing and resolving complaints. They know that lingering issues hinder the performance of their organizational unit by disrupting the harmony and balance required to maximize output. Additionally, the time invested in “nipping a problem in the bud” is well spent when compared with the time required to deal with a complaint that has exploded into a major problem. Good leaders furthermore understand that a quick and effective response to a complaint limits the company’s legal liability.

Undoubtedly, leaders are well-versed in dealing with daily operational problems (e.g. production, quality, scheduling and efficiency) associated with the organizational unit’s performance. And while it is possible these methods are effective at resolving related employee complaints, they are not the focus of this lesson. For present purposes, complaints will be limited to general workplace issues such as intimidation, harassment, bullying and other employee-related concerns.

When a complaint is initially brought to the leader’s attention, he or she will most likely immediately classify it as a problem that is either major or minor. This tendency is natural, as quick classification leaves the leader with the necessary time and energy to identify and resolve the problem.

However, leaders must take care not to minimize a complaint. They need to recognize that it takes courage for an employee to voice a concern. In fact, before the complaint is made, quite often the issue has been going on for a sustained period, with the employee making many failed attempts at resolving it. Hence, it is important that the leader carefully consider the complaint’s seriousness. Even if the individual tends to complain or whine about everything, each grievance should be examined on its own merits. If, after thoughtful consideration, the leader finds there isn’t much to the complaint, then it may be dismissed. But a repeat pattern of similar complaints may require further action on the part of the leader. On the other hand, some employees rarely complain, and when they do the problem may be more serious than it initially appears.

Once the legitimacy of a complaint has been established, several steps must be taken. A decision tree, as outlined below, guides the leader to the ultimate solution.

Preliminary Investigation

A preliminary investigation identifies underlying causes, the individuals involved and impacted, and the extent of the problem. When the problems causing the complaint are rooted out early, potential solutions can also be identified right away. If this is the case, leaders can act quickly to resolve the problem and move on to more pressing issues. If not, leaders must move on to the next step.

Documentation

If the problem is bigger or more advanced than originally thought, then leaders must begin to document its extent—that is, the activities of the individuals causing the problem, and the complaints and actions of the employees affected by the problem.

Effective leaders understand the importance of documenting the problem: the process helps develop objective facts necessary for a satisfactory resolution and protects the company if the termination of employees is required.

Interview All Participants

An initial investigation of a complaint and a documentation of the facts should include personal interviews with everyone involved in the issue. This gives all parties ample opportunity to express their viewpoints. Leaders must take care to stick with the facts and not be biased by previous experiences with anybody or let their personal feelings impact their decisions.

Pinpoint the Causes and Solution

After interviewing all participants and listening carefully to what they had to say, leaders should be able to pinpoint the underlying causes of the problem. Sometimes the issue to be dealt with is obvious; in which case, immediate action is advised.

In more serious cases, leaders may need to consult with their superiors or the human resources professionals in their company to determine further action or attain recommendations. When issues of legal liability are involved in the solution, leaders must seek counsel from others more familiar with the issues. Effective leaders understand the limits of their responsibilities and the importance of calling on others with more expertise. When in doubt, it is best to call human resources to get their view on possible courses of action.

Implement the Solution

Depending upon the seriousness of the problem and who is involved in crafting and implementing the solution, leaders must take action as soon as possible. Clearly, the solution can take many forms and have a variety of actions. As a result, leaders will often have to sit down with the people affected, either individually or together as a group.

In these sessions the problem will be plainly laid out, the findings and extent of the problem will be reported, and a discussion of the possible solutions initiated. In certain cases where the problem is very serious, solutions can be presented without options, leaving the people who are causing the problem with clear instructions to cease their behaviors or face specific consequences. In other cases, the parties will discuss and agree upon a solution.

Once again, leaders aren’t doing this alone: they are guided by the seriousness of the problem, instructions from their superiors, and the legal liabilities and ramifications if the issue is not resolved. Each area offers unique guidance that, along with understanding the particular circumstances surrounding the problem, will help leaders identify the final resolution and the actions they need to take.

Monitor the Solution

After a solution has been implemented, leaders should actively monitor the solution and periodically interview the employees affected to assure their satisfaction with the outcome. The leader’s central purpose here is to ensure that the problem is completely resolved. If unresolved, then further action must be taken. Consequences may need to be revisited and more drastic action may be called for.

Leaders must understand that every complaint and problem is unique. Dealing with workplace issues means working with complex human behaviors that often have no simple or straightforward solutions. While some solutions are mandated by company policies or management direction, others require the leader’s persistent application of logic until the problem is completely solved.

Excerpt: Negative Employee Attitudes: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 18.95 USD

Related:

Five Critical Steps to Maximize Performance

Execution: Six Action Steps

Performance Plans Create Results and Maximizes Performance

Objectives Allow Managers to Focus on Obtaining Results

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

Seven Negative Roles and Behaviors Which Undermine Team Performance

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Along with the existence of positive and constructive team roles, negative and destructive agendas can emerge that undermine the ability of individual teams to function and perform adequately.

Negative and destructive roles emerge for a variety of reasons, including personal agendas, resistance to change, immaturity, and lack of motivation and/or team leadership and management.

One of a leader’s major roles is to observe individual team members and watch for destructive and negative behaviors. When problems surface, they need to encourage the team to collectively recognize and handle them within the team environment. If this fails, it is up to leaders to take specific action with the offending individual(s).

Leaders need to be watchful for the following negative roles and behaviors within their individual teams:

Aggressor

The aggressor criticizes everything said within the team environment, and is in effect an active naysayer. He or she has the ability to block the introduction of new ideas and concepts by minimizing and deflating the status of other team members and creating a sense of intimidation. If this behavior and role is not checked it will tend to decrease the team’s overall motivation and subsequent member involvement.

Blocker

The blocker is a dominant personality who automatically rejects the views and perspectives of others out of hand. This individual blocks the team’s ability to brainstorm and discuss the merits of new concepts and ideas raised. Like the aggressor, this individual can be highly detrimental to the team effort as he or she intimidates individual members, limits their participation and decreases overall team motivation and involvement.

Withdrawer

The withdrawer holds back his or her personal participation and refuses to become active within the team environment. This individual focuses the team on his or her immature behavior and attempts to resolve the conflict and unrest it creates, which effectively limits the team’s ability to make progress on problems and assigned projects.

Recognition Seeker

The recognition seeker looks for personal attention and in so doing monopolizes the discussion by continually asserting his or her personal ideas, suggestions and viewpoints. The recognition seeker is also attempting to win the team over to his or her ideas and opinions. Unfortunately, this behavior minimizes other individual team members input, which hampers overall team participation, involvement and motivation.

Topic Jumper

A topic jumper is unable to explore any specific topic in depth. He or she displays a short attention span and continually interrupts group discussions by attempting to change the subject. These continual interruptions diminish overall productivity by keeping team meetings off-focus.

Dominator

The dominator displays threatening and bullying behavior within the team setting. This individual uses intimidating and minimizing behavior in an attempt to take over the team and control all discussions. The dominator will typically “hijack” the team by coercing it to pursue his or her personal agenda.

Devil’s Advocate

While the devil’s advocate in the sense of introducing different viewpoints into the team discussion is a positive team function, it can become a negative role when used to block team progress or consensus. In this regard, the devil’s advocate is simply a naysayer that refuses to allow the team to move forward.

Excerpt: Building Team Roles & Direction: Pinpoint Leadership Skill Development Training Series. (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

How Personal Agendas Can Destroy a Team

The Use of Teams Requires Self-Discipline

When Performance Lags, Look to the Team Culture

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

Eight Problem Solving Traps

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groupconflict

The process of problem solving can at first blush appear relatively simple: the difficulty is defined, facts and evidence are collected and analyzed, and a solution agreed to. However, because imperfect people make decisions, the entire process is fraught with traps that can lead to serious errors in judgment.

Problem solving is not to be taken lightly: it is a step-by-step process that when properly sequenced and followed should produce solid results. Unskilled problem solvers will often misinterpret the issues, attempting to solve symptoms rather than root causes, and makes the situation more confusing than it has to be.

It is important for individuals to understand that effective problem solving often consumes more time than most people are willing to invest. Rather than go about it properly, many just want to react and deal with the problem quickly. However, the time invested to thoroughly investigate and solve a problem more often than not produces a more successful solution—and happier employees and customers.

Individuals can easily fall into a number of common problem solving traps. The resulting consequences are often faulty decisions based on poorly framed questions, inadequate analysis and a host of other factors. Rather than solve anything, these traps often complicate the problem, making it more difficult to resolve.

‘Plunging In’

In this case, individuals begin to gather facts, data and information and form conclusions without thoroughly exploring the problem. They are in a reactive mode and desire to quickly dismiss the problem, which leads to faulty decisions based upon unsubstantiated assumptions. Such hastiness can worsen the situation and make the solution more elusive.

Wrong Problem

Individuals set out to resolve the wrong problem because they have established a mental framework for their decision with little or no forethought: they incorrectly frame the problem or use the wrong boundaries and reference points, causing them to overlook the best options or to lose focus on the issue.

Lack of Definition

Individuals fail to consciously define the problem in more than one way. In other instances, their definition is biased or unduly influenced by others.

Problems must be viewed and framed from a variety of perspectives to adequately define and resolve the problem. When definitions are limited, so are the available solutions.

Overconfidence

Individuals are too sure of their assumptions and opinions and they become overconfident, failing to collect key facts, data and information. They trust their intuition and the most readily available information or convenient facts without taking the time to fully investigate the problem.

Lack of Adequate Analysis

Rather than taking a systematic approach to problem solving, many individuals instead believe they can keep the facts straight in their heads. Consequently, they believe they are making intuitive judgments based upon the information available and don’t engage in careful analysis. Here, one often overlooks key evidence that can impact the ultimate solution.

Groups that fail to use good problem solving skills and processes can also fail to make sound decisions, or they fall into a groupthink mode where everyone agrees with one another without using critical thinking skills.

Faulty Interpretation

There are instances when people refuse to properly interpret the results of their analysis because it runs counter to their beliefs or does not fit their own set of assumptions. In other cases, pride gets in the way of arriving at an appropriate decision.

Failure to Keep Track

Many individuals assume they will automatically remember their past experiences. Research has demonstrated that when individuals maintain systematic records that they periodically review, they can distill valuable lessons that could be applied to later situations.

Failure to Have a Formal Process

People who fail to develop a formal problem solving process that they can use fairly and consistently will often repeatedly fall into the problem solving traps detailed in this lesson.

Excerpt: Problem Solving: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011)

Related:

Decision-Making Begins When an Action Needs to Be Taken

Correctly Framing Problems Pinpoints the Right Solution

Leaders Need to Focus on Questions Rather Than Offering Answers

Six Critical Issues To Consider When Solving Problems

For Additional Information the Author Recommends the Following Books:

Developing Critical Thinking Skills: The Pinpoint Leadership Skill Development Training Series

Conflict Resolution: Pinpoint Management Skill Development Series

Intelligent Decision Making: Pinpoint Management Skill Development Training Series

Planning to Maximize Performance: Pinpoint Leadership Skill Development Training Series

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Six Ways to Turn a Poor Performer Around

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manwithproblememployee

Every manager will have one or two poor performers in their unit or department. They may have inherited these individuals when they assumed the manager’s position and now must deal with them by either turning them around or terminating them for poor performance.

Employees’ negative behaviors often impact their overall performance and mirror their personal skills, attitudes and levels of discipline and perseverance. Many individuals have the “right stuff” to be successful, and only need guidance and direction to focus their abilities and increase and sustain their performance.

It is essential for managers to be able to distinguish between employees who can be rehabilitated and those who should find another company and/or profession.

People who are being unfair to both themselves and the company by only surviving in their job need frank talk about their career options.

On the other hand, employees who are struggling but have the ambition or potential can, with the proper guidance and direction, be turned into above-average, even excellent performers. It is often more sensible financially to work with these individuals rather than recruit and train new people, and also from an ethical perspective these people deserve the opportunity to turn themselves and their work around.

Managers must have a plan and structure to transition struggling people into better-than-average performers. The following steps can be used to turn a poor performer into a highly productive employee:

Define Performance Levels

Many employees are genuinely unaware of what constitutes acceptable behavior and performance. Often a manager will inherit several people who were simply not properly informed as to what is expected of them. Past managers may have dropped the ball, having failed to work with these individuals to develop their potential.

The first step a manager must take is to inform the employee that his or her behavior is unacceptable and that it is negatively impacting their performance. The employee should be educated as to the various levels of performance that are acceptable and a realistic time frame established for rehabilitation and bringing his or her work into line with established standards.

Analyze Behaviors

Managers must take the time to review and analyze the employee’s typical work-related performance and activities in order to identify the specific behaviors that must be eliminated, modified or replaced with more productive efforts.

Such discussions can be sensitive and put the individual on the defensive. He or she must be made to understand that the time and effort being expended is done so with the belief that his or her performance can be improved. They should also understand that if the manager did not think this the case he or she would have been removed from the company. Tactfully done, this should motivate the employee to change and make them more amenable to recommendations to improve their performance. The manager should further make it clear that a failure to improve adequately could well have dire repercussions.

Establish Coaching Plan

The manager, with the employee’s assistance, should develop a realistic and attainable coaching plan to assist him or her to change their behaviors and achieve acceptable levels of performance.

The coaching plan should be confined to a particular time frame with specific objectives met by predetermined points. Each goal and objective should be attainable and easily measured by both parties. The full responsibility for their implementation falls on the employee with the manager providing full support and assistance as required.

Commit to Goals and Objectives

Once a coaching plan is developed and agreed upon by both parties, it is important that both the employee and manager commit themselves to the outlined goals and objectives. While the employee will carry the majority of accountability for the plan, the manager must commit to fulfilling his or her portion of the responsibility as completely as possible if it is to be successful. This may include providing the employee individualized training and reinforcement as well as other commitments of time and energy.

If managers want these individuals to make a positive change, they must actively work with them toward these goals. Developing a plan and leaving these individuals without adequate supervision and support is a recipe for failure—and is unfair. It builds his or her expectations for improved performance and will result in total demoralization when they are unable to make the necessary changes on their own.

Manage Goals and Objectives

The implementation of the coaching plan is the most critical element of resolving negative behaviors and turning an employee’s performance around. Both employee and manager must actively manage the goals and objectives with the employee actively working toward their accomplishment and the manager keeping them focused and on track. This means he or she must positively reinforce the employee’s desirable behaviors and provide redirection when old behaviors resurface. Additionally, as the manager coaches their employee, he or she is providing constructive criticism to guide and direct them in attaining their goals and objectives.

Measure Progress Against Goals

As coaching plans are implemented, managers must measure the employee’s progress at regular intervals and provide full and sufficient feedback in order for them to make needed adjustments. As the employee progresses toward the attainment of his or her goals and objectives, monitoring can be less frequent and intensive.

When the employee happily does meet the stated goals and objectives, the manager should celebrate the individual’s success to reinforce their good work. While some managers will assume they are just doing what is expected of them, any major change is worthy of celebration.

Excerpt: Negative Employee Attitudes: Pinpoint Management Skill Development Training Series (Majorium Business Press, 2011) $ 18.95 USD

Related:

Four Primary Leadership Roles and Responsibilities

Leaders Succeed When Employees Are Successful

Three Reasons Why Leaders Fail

Looking into the Crystal Ball

For Additional Information the Author Recommends the Following Books:

Becoming a Leader of Your Own Making: Pinpoint Leadership Skill Development Training Series

Dealing with the Challenges of Leadership: Pinpoint Leadership Skill Development Training Series

Leadership Styles: Pinpoint Leadership Skill Development Training Series

Improving Communication in the Workplace: Pinpoint Leadership Skill Development Training Series

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

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