Jane and Bob have a problem. They want extraordinary
results from their employees, but they also want to be seen
as kind, caring managers. Sometimes they might actually
ignore or water down negatives in performance discussions
under the banner of concern and caring.
The problem with this Pollyanna-ish thinking is that it
creates the exact situation you are attempting to avoid.
When people become more important than results, it opens
the door to excuse making. How do Jane and Bob find the
right balance between excuses and people, and still get
results?
We must be clear about employees' behavior, performance,
and what we want changed.
For example, Jane and Bob had one of their team members,
Marcus, consistently sending e-mail after e-mail on the
same subject. People in the department were confused,
frustrated at new e-mail after new e-mail, and overwhelmed
with all the information.
It's not enough to say, "Marcus, don't send so many
e-mails. It's confusing to others." Jane and Bob need to
be much more specific: "Marcus, when you send so many
e-mails, one after the other, people are confused and,
frankly, don't read them. Instead of sending 20 e-mails a
day, I want you to collect your thoughts about the subject
and write one e-mail. This e-mail should be succinct with
the points clearly stated. In addition, let the recipients
know if this is for information or if it needs action, and
if so, by when."
Thinking that they would hurt Marcus's feelings or make him
think he's doing a poor job only continues to produce the
same results. Asking Marcus to simply send fewer e-mails
may mean to him to send one less a day. Or he may think
the confusion is limited to certain people or the number of
e-mails. Be clear, be specific, and be honest.
What could happen?
If Jane and Bob are not clear, specific, and honest, Marcus
is likely to not produce the desired results, and this
opens him up to excuse-making (with cause - he didn't know
what Jane and Bob wanted).
Fast-forward two weeks. Marcus continues to send many
e-mails on the same subject. He's also talked to people he
thinks might have complained and told them to get over it
and not be so dumb. By taking action, he thinks he's doing
a great job. If Jane and Bob challenge him on it, he says
he was doing what he thought they meant.
Now Jane and Bob have a bigger problem on their hands.
Marcus is offended because he believed he was doing what
they wanted. The problem has not been solved, and, in
fact, it's escalated, and Jane and Bob are personally
frustrated. All because they watered down what they wanted
in Marcus's performance.
Let's try again...
Another example is of an employee who does a great job
technically. However, she is often late for work and her
attitude is annoying others. Instead of telling her that
she needs to quit being late and put on a happy face, be
clear, honest, and specific.
"Jennifer, the quality of your work is first-rate. You
deliver what is expected and on time, and it is of the
highest quality. However, in the last three months, you
have been late for work ten times. This is not acceptable.
If you are late once more, I am going to have to write it
up, and if you are late three more times, you will be asked
to leave. Is there any reason you can't be here on time
regularly? Also, folks are complaining about your
attitude. You aren't acting as part of the team, but more
of a lone ranger. When people ask you questions, you need
to be gracious in helping them. If others are behind in
their work and you aren't, you need to chip in and help
them. Now, Jennifer, tell me what you think I mean by
attitude adjustment."
It's honest, clear, and specific. While Jennifer might not
enjoy hearing that her tardiness and attitude are
unacceptable, she's been given a specific framework in
which to act. Now she knows what to expect and can perform
accordingly.
Final thoughts from Jane and Bob
Watered-down discussions under the guise of caring only get
you more of the same performance. You show caring by being
honest, specific, and clear. Then, people have the
opportunity to succeed and give you what you want.
----------------------------------------------------
Linda Finkle, CEO of INCEDO GROUP, works with innovative
leaders around the world who understand that business needs
a new organizational growth style. These innovative leaders
know that powerful cross-functional communication is the
highest priority and the strongest strategy for building
organizational effectiveness. To find out more, visit:
http://www.IncedoGroup.com
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