Have you ever noticed how we tend to hire fast and fire slow in organizations? That’s because leaders shy away from managing the performance of their under-performers. They avoid engaging in the process, instead choosing to shove their heads in the sand waiting for the wind to blow past them and everything to get better on its own. Have you ever had an under-performer who actually got back on track simply by figuring it out on their own?
Ostrich management, as it’s often called, simply doesn’t work. Underachievers aren’t likely to get better on their own. If they haven’t figured it out yet, what makes you think they will now? Under-performers don’t turn things around and become star performers without focused and intentional training and management intervention.
I have a CEO client whose direct report has not been meeting expectations for quite some time. Business has fallen short of the stated targets, and until very recently this team member – who is himself a C-level executive – didn’t even realize the company was consistently delivering unprofitable work under his leadership!
It may be a new year, but we’re still facing many of the same challenges. Much of our workforce is still at home balancing caring for young children and virtual learning. Those who are working in person are wrestling with the reality of keeping physically distanced from their co-workers while worrying about staying healthy.
Exacerbating these COVID conditions, many businesses now exist within a volatile and uncertain world. Will demand for our products and services continue to exist? How will pricing change? How long will supply chain issues continue to impact us? What services will be in demand? On the people side, how do we keep employees engaged to meet these changing demands? How do we help employees evolve and succeed?
With questions like these keeping us up at night, how do we lead in these challenging times? The following six leadership actions can provide direction and focus for forward progress.
Be present with your emotions – If we want our teams to deliver exceptional performance, then we need to begin by managing our own emotional reactions to this uncharted territory. This doesn’t mean pretending nothing has changed or glossing over the challenges. We need to acknowledge our fears and anxieties about the uncertainty around us, and in doing so acknowledge everyone else’s concerns too.