Letting slackers slide reduces your credibility, causes your best performers to bolt, and leaves the rest of the team wondering why they bother. No one wants to mire in their own mediocrity. And high-performers hate nothing more than watching their poor-performing teammates drag down results. Tolerating poor performance creates a morale death spiral that takes Herculean force to reverse.
Of course there’s also the over-the-cube talk about the two slackers– the poor performing guy and you. The more you allow the poor performance to go on, the more the rest of the team will shrug their shoulders and join the poor performance bandwagon. Now the death spiral is accelerating with centripetal force, squandering time and draining vital energy from your team.
The sad truth is that every day, team leaders around the world turn their heads and let the poor performance continue.
Don’t fall into these traps.
Why Team Leaders Tolerate Poor Performance
I’m going to start with the benefit of the doubt: that you (or the team leader you’re trying to help) cares, and is not a performance problem. If that’s not the case, same rules apply, one level up.
Beyond that, here’s a gut check for why you’re allowing poor performance to continue.
- Guilt- You worry you haven’t done enough to develop to support, develop, encourage, and build confidence, empower, or recognize. If that’s truly the case, you’re right. You’ve got more work to do. Get going. BUT, if you have invested and invested again and it’s still not working it’s time to face that this job may not be the right fit. Stop feeling guilty. You need to do what’s right for the greater good of the company and the team
- Morale – I’ve seen so many team leaders so worried about building great morale, that they actually destroy it. If everything everyone does is just great then the folks who are really giving their all wonder why they do. I can’t tell you how many times I’ve had the rest of the team thank me for addressing poor performance. Of course such things are private, but trust me, your team is more astute than you may think.
- Saving Face – You hired the guy. Perhaps you even convinced you boss that he was the one. If you’ve done everything you can to make it work, and it still isn’t, it’s far better to admit you were wrong, learn from your experience and move on. Don’t magnify one poor decision with another.
- Confidence – You’re scared. You’re not sure how to approach the situation. Get some help. There’s nothing harder for a leader to do than to address poor performance, or remove someone from the team. It never is easy, but it does get easier. Practice your conversation with a peer or mentor. Plan the conversation and anticipate responses. You can do this.
- Lack of Alternatives – I can’t tell you how many times someone has called me for an internal reference for a poor performer they are about to hire, and after I share the issues and concerns, they hire them any way. I actually had one guy say recently, ‘well, Karin you have a very high standards, I’m not sure that’s realistic. The funny part is that I had back-filled this guy with someone who was running circles around his predecessor. Hire slow. The great ones are out there and deserve a chance.
If you’ve got a struggling performer on your team, do all you can to help. And if It’s time to let them move on, help them to do that gracefully.