Surface Ripples

Pointing Out "Substandard Behaviour"

We all dread it: the “Performance Review”, “One on One” or “Feedback Session” in which we as leaders are compelled to point out that an employee may have performed in a less than satisfactory manner. 

Humans are “hardwired” not to harm their fellows (except in self-defence).  We’re “social animals” and don’t like hurting each other.  It’s also a natural self-preservation instinct, perhaps stemming from the days where the individual belonged to a tribe and that was what gave them strength.

Substandard behaviour, however, is one thing we can't allow.  It can  destroy the productivity, morale and cohesiveness of otherwise good teams (I’ve experienced it).  It has to be dealt with - fast. 

We all have to point up poor behaviour from time to time.  A simple four-step formula is provided by Betsy Allen who suggests:

1.     State the problem clearly, e.g.: “I notice you’ve been late to work recently.” 

2.     Explain why this is a problem and how the behaviour impacts you and all the team.  For example, “This affects the start time for the rest of the team,” or “this is causing your fellow team members to grumble.” (although the last may provoke tension amongst the team members involved!) 

3.     Provide a way of correcting the behaviour, for example “I need you to be here at 9:00 am from here on in.” 

4.     Finally, state what will happen if the poor behaviour continues, for example “If you’re late again, I’ll need to take further disciplinary action.” 

The last part can be the most difficult of all (especially if you have to implement it - and people will test you to see if you "put your money where your mouth is").  It’s natural for people to be defensive, resentful and even aggressive when they’re being criticised.  This is why we need to:

1. Point out the specific behaviour causing the problem.
2. Explain why it’s a problem.
3. What can be done to correct the problem.
4. The consequences if the problem continues. 

 If the worker concerned refuses to take accountability for their behaviour or points out that “others do the same”, we explain that we’re looking at their behaviour in this particular instance.  One hopes that other workers aren’t also coming in late (and, if they are, is it because their “ring leader” - the staff we’re talking to now - is the cause of it?)

The key here is to ensure that we stop objections such as, “But everyone else is doing it,” or “I’m not the only one doing it.”  These are “gaslighting” techniques used to deflect accountability for behaviour.  It’s always someone else’s fault!

If, indeed, the whole team are guilty of coming in late, then a simple warning to the team should be sufficient.  That way, everybody will know that being late is unacceptable in our team.

If the worker in question persists in the behaviour, then there’s only one final solution for it…

I’ve spent more than half my life delivering change in different world markets from the most developed to “emerging” economies. With a wealth of international experience in international financial services around the world running different operations and lending businesses, I started my own Consultancy to provide solutions for improving performance, productivity and risk management.  I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email. My website  provides a full picture of my portfolio of services.  

Labels: Career, Leadership, Productivity, Teamwork

posted by William Martin @ 10:43