SERIES: Part Four of a Five-Part Article
“Where do poor performers and
low performers exist, and how can a leader tactically engage them to refocus
their energies and become contributors to the organization once again?”
As noted in the classic strategic business book, GOOD TO GREAT by
Jim Collins, a large portion of business success in the new world economy is
who is on your team. In essence, it is “Getting the right people on the bus,
the wrong people off the bus and then getting the people on the bus in the
right position.” It may be time to find a dignified way to remove the poor or
low performer from your team immediately!
In motivating the poor and low performer, consider the following tactical ideas
as a leader of influence:
1.
Relentless Pursuit of
Positive – Continually maintain a positive point of reference when
engaging this player and only accept positive, forward-moving solutions to any
situation, problem or obstacle they raise.
2.
Set Them up for Success –
Recognize this player’s core skill set and set them up with a daily task that
plays to their strength. Most individuals experience accomplishment when they
do things they are good. Accomplishments trigger a person’s mind victory. This
feeds higher self- esteem, greater enthusiasm, higher levels of passion and
greater motivation!
3.
Surround Sound System –
Ensure that the environmental noises, team associations, individual
interactions and assigned tasks continually reflect only positive images and
experiences in the work domain.
4.
Drown Out the Old –
Realize that one of the things that feeds low and poor performers is one’s
ability to replay passive-aggressive whiner comments like, “We can’t do that
here,” or, “You can’t do that,” or, “That will never work.” Whenever anyone
engages in negative diatribe, politely insist on a viable option with detailed
explanations.
5.
Celebrate Accomplishments – Even
the smallest accomplishment should be celebrated. Many times, what has fed the
low and poor performer’s mindset is a belief that they are not appreciated,
respected or valued inside the team. Everyone needs a little encouragement. By
celebrating small and large accomplishments of an individual or team, this
excites and energizes everyone!
6.
Demand Alternatives –
Every time individuals say something won’t work or is a bad idea, don’t defend
yourself or challenge them. Instead, demand that they offer a viable
alternative. Politely engage them from a firm perspective that conveys the
message of put up or shut up! You might use a sentence such as, “If this idea
won’t work, what do feel would be some alternative options?”
7.
Reposition Task-Player
Connection – You may have a great personnel asset in the low or poor
performer, it is just that the person in question has evolved into a position
for which they are not prepared, trained, skilled or competent. Either provide
the player with the necessary skill development to succeed, evaluate a better
position for them on the team or reassign the task that is feeding their
negative disposition to a more qualified player on your team.
As a leader, engaging the low and poor performer with some of
these tactical engagement approaches can recondition them to be more proactive.
As noted in YIELD
MANAGEMENT (© Jeff Magee), there are a host of tactical
approaches one can deploy to get “good people on your bus, potential low
performers back in alignment and bad people off the bus.” In many cases,
individuals morph into low and poor performance standards as a result of early
improper engagement by managerial-leaders. Studies reveal that individuals need
three primary organizational guideposts to thrive:
1.
Structure
2.
Nurture
3.
Discipline
Recognize that when managers or leaders
begin evading or eliminating these three guideposts, the endpoint typically is
destructive. By following this three-step template, you can craft appropriate
behaviors for success and work to convert a low and poor performer back into a
constructive positive performer. Consider sharing your successes with us.