This week a friend of mine told me he quit his job after being head hunted for a new opportunity (closer to home, more money, leading a bigger team and better long-term career prospects). I was pleased for him and wondered why he didn’t seem that excited. “What’s wrong?” I asked. “My current boss hasn’t spoken to me for over a week since I resigned”. Sorry? Your boss is ignoring you? Yep. Pretty much since the meeting where he resigned, his boss has been so ‘disappointed’ that he has decided to give him the “silent treatment”. Not exactly your classic successful leadership technique!
It appears this “bury your head in the sand” technique is not isolated to just this leader either.
In another example, a client was telling me about a problem employee who despite ongoing feedback, remained unreceptive to improving his performance. Interestingly, he had not yet responded to a meeting request from this employee from a week ago, telling me he couldn’t be bothered and that he was over investing any more time and energy in the situation.
Now, I get it. I do. As a leader you can often spend hours coaching, supporting and providing advice to help develop your team members and there are days it can feel like a thankless job. However, I challenge you to look at your own behaviour. Are you setting the tone? Are you leading by example? Are you perpetuating the undesired behaviour inadvertently?
4 ways to turn it around:
1. Don’t bury your head in the stand
Like my client, there are many days where as a leader you probably feel like mimicking my 4-year-old by putting your fingers in your ears saying “I can’t hear you …. La la la”. But ignoring something or pretending that a situation with your staff member is going to improve, disappear or fix itself is just plain stupid.
Ignoring what’s happening will never make a situation better. A real leader will address the situation head on, openly discuss the problem (without blame or emotion) and together encourage a solution.
2. Make a decision – imagine the perfect scenario
When I was frustrated with employee issues it always became worse or the problem was enhanced when I thought about it, talked about it with others, analysed it, worried about it – but things only ever changed or improved when I actually made a decision.
A great way to obtain clarity is to imagine in 3 months time that the person has improved and the performance problem is solved – how does it make you feel? Positive? Then you can commit to moving things in the right direction. Can’t image that situation or it still feels ‘off’? Chances are you have a cultural mis-alignment and even if the performance improves, this person is not the right match for you and your team.
3. Manage the performance up or out
Once you have committed to addressing the problem head on, it’s time for the conversation where you discuss where the employee’s current level of performance is and where you would like it to be. This discussion should highlight several areas as to where the employee needs to improve and the action steps they are going to take to develop. Ultimately, this should result in someone stepping up or off – either way; it’s a better result than the current situation of non-performance.
4. Communicate with good intent
To give the employee (and you) the best chance of success, you need to operate and speak with good intent. You can’t fake this. Be authentic. Demonstrate that you want to see this person succeed in their role and that you are here to support them in reaching the desired behaviours/objectives. This means showing strong belief and using positive language in your conversations.
Don’t forget as the leader, you are always on show and every interaction – positive, negative or otherwise is being observed and often recreated somewhere else in the business. If you are not feeling “in the zone” or you can’t project the vibe you want to create – best to take some time out, close the door or reschedule that team meeting – people can spot a fake a mile away! Whether you like it or not – the leader sets the tone.
