Surface Ripples

Too Much Time...?

As leaders, apart from “strategic thinking”, we spend much of our time dealing with people and people issues.  

Something that’s become very clear to me over the years I’ve led people is that if one spends too much time discussing a particular worker, there’s potentially a problem.

It doesn’t matter whether one’s discussing face-to-face or just spending time thinking.  The point is, too much time is being devoted to one person and we may not be getting the best return as it takes us away from more important strategic issues and the other people we work with.

Worse, if others perceive but there’s a problem as well, it impacts morale and reduces productivity.

One of the more unpleasant tasks of leaders is disciplining a team member who’s not “doing their bit”.  Often, they’re doing the work they’re meant to (and even doing it well) but this doesn’t stop there being an issue.  It just makes it more difficult to counsel them when the issue is personality rather than productivity.

Gorick Ng - a coach that I follow regularly - distinguishes between three key areas for performance which he terms the “3 Cs”: 

• Competence (being able to do the job)
• Commitment: (wanting the job and wanting to do it)
• Compatibility (“fitting in” with one’s teammates and the organisational culture)

Generally, when there’s a problem, it’s usually in one of these areas. 

Somebody may be committed and compatible, but not competent.  This can be resolved with coaching. 

Equally, they may be perfectly competent and compatible, but that “vital spark” seems to have disappeared (commitment lacking).  Here, there may be a reason: were they passed over for promotion? Are they unhappy with the latest bonus or salary increment?  Are they having problems at home?

Whatever happens, a properly conducted one-to-one session may highlight the problems and suggest solutions. 

Finally, they may be competent and committed; they just don’t “fit in’ for whatever reason.  This isn’t always something that can be resolved through coaching, although one-to-one sessions may help.  The question here is: why were they hired if they didn’t fit?  The answer is either that the interviewer or interviewers thought they would fit in or something else may have happened after they were hired into the team.  Were they, for example, transferred from one team in which they fitted perfectly into one that was different?  Is it a case of simply moving them to another team and/or manager?

Assuming these options are open, they need to be tried.  Unfortunately, in some small teams or businesses the only choice is to speak to the person concerned, state the problem in the most succinct and acceptable way, and see if they wish to find a resolution.  The final option is that they leave the business which then means that they have to be replaced.

At times, the team leader and/or the team may feel that the proverbial pain of the final solution is worth it.

Interestingly enough, the person concerned often knows that something’s wrong if they’re not feeling committed to or happy in the team.  They just don’t know how to go about addressing the situation without a hearing.  In this case reaching out to them may make all the difference.

I deliver change in markets ranging 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. 

Labels: Leadership, Teamwork

posted by William Martin @ 09:19