I am sure that every manager worth his or her salt has at some time had to confront the challenge of managing someone who is under performing.\u00a0 So what is the first thing that you do:<\/p>\n
Well\u00a0 the first two of these are pretty good options.\u00a0 The third is probably the most common – and usually disastrous for all concerned – the manager, the employee, the organisation and the customer.<\/p>\n
There is a better place to start the process of managing under performance and that is to ask ‘Do we really understand this person’s strengths?\u00a0 Are we using them in a role that plays to them?’\u00a0 Instead of putting the spotlight immediately on them, this gives us a chance to reflect on whether we really understand the person involved.\u00a0 Are we really giving them the best possible chance to succeed?<\/p>\n
This allows us to consider the option of developing the persons role so that the under performance simply goes away.\u00a0 As Jim Collins puts it – it is about getting the right people, on the right seats on the bus.<\/p>\n
Playing to peoples’ strengths rather than trying to ‘coach’ around their weaknesses is a fundamental characteristic of high performing teams.\u00a0 Are you doing all you can to allow your employees to use their strengths?\u00a0 Are you setting them up with an opportunity to win?<\/p>\n