Lead with Compassion - Performance
Managing employee performance shouldn't be an emotional experience for a leader. However many managers do get stressed about providing employee improvement feedback. Sometimes, it is so stressful for the manager that they will ignore the performance issue rather than address it. I've seen this time and time again. Essentially fear of confrontation prevents a manager from doing their job.
However when a leader leads with compassion, their fears will quickly dissipate. Here are a few quick tips on how take the emotion out of performance management.
CLEARLY DOCUMENT
First, clearly document the facts, your observations and support it with data if possible. Omit any assumptions, hearsay and opinions. These are emotional perspectives and they have no place in managing employee performance. Clearly written fact-based performance management documents remove the "you" vs. "them" aspect of the conversation. The document is just a reflection of the facts. There is nothing personal about it.
BE FREINDLY & RESPECTFUL
Second, meet with the employee. When you sit down with them, greet them with a smile. This person is not your enemy, they are a company employee and a team member on your team. Just because the person is having performance issues doesn't make them a bad person. Treat them with respect. Review the facts with them and then openly listen to them. Do not anticipate conflict.
LISTEN EMPATHATICALLY
Third, respond to defensiveness with empathy. Although the employee may get defensive or make excuses or maybe they are trying to create a personal conflict when none really exists, you don't need to defend your position. When you are armed with well documented facts, you have nothing to defend. If for example, the employee says; "Well Bob does it too!" then you say; "I understand, but we are not here to talk about Bob, we are here to discuss your job performance." When the employee gets defensive, you respond with empathy and start every response with the words, "I understand." This will defuse any conflict.
Having empathy doesn't mean placating the employee though. That is not your goal. Your goal is to be compassionate and actually understand the employees point of view. Maybe the employee has personal issues outside of work, or maybe they just aren't a good fit for the job, or maybe they need more training, or maybe they have legitimate reasons for the performance gap. Compassion bridges the gap so you can gain understanding. So always seek to understand.
ESTABLISH CLEAR EXPECTATIONS
Forth, have a clear conclusion at the end of your employee performance meeting. Make sure the employee walks-away with very clear performance expectations. If you are not clear with your expectations of the employee, then history will repeat itself and you will be sitting-down with the employee again within a matter of days. It is important that the employee signs a written document that has your expectations listed. This document is the foundation of your conversation and may be used again in future conversations or potentially even in court.
Additionally, make sure you are clear on your follow-up action items. For example; are you going to refer the employee to your company's Employee Assistance Program (EAP)? Or provide more training? Or explore a better-fit job for the employee? Or maybe there are other specific actions that you need to follow-up on based on your employee conversation? Make sure you know your expected actions.
This meeting needs to conclude with clear expectations for the employee to follow and clear actions items for you to take.
DOCUMENT AGAIN
Lastly, thoroughly document the conversation. Again, just stick to the facts. Good documentation provides the framework for managing employee performance and guiding your poor performing employee towards an improvement pathway.
LEAD WITH STRENGTH & COMPASSION
Over my 35 year leadership career, I have had many poor performing employees whereas I had to take these steps and the conversations never turned sour on me. In fact, often the employee would shake my hand and smile at the end of the conversation, ensuring me that they would improve. I even terminated a few employees who smiled and wished me well. You see sometimes employees aren't performing well because they are in a job that just isn't a good fit for them. They know it and they thank you for releasing them from their job stress. In my experience, these terminated employees found better career matches. Sometimes our paths would cross again at a restaurant or a grocery store and we would talk. They would tell me how much they enjoyed their new career and how happy they were. I found that most often, terminated employees landed on their feet and often former employees found a better-fit career and became happier.
Be a Strong Leader: As leaders we are paid to manage performance. It's just not something we can ignore. When we effectively manage performance, we get better results for our employers. Be fact-based, set clear expectations and drive department performance.
Be a Compassionate Leader: Managing performance doesn't require leaders to treat employees poorly. When someone is a poor performing employee it doesn't mean that they are a bad person. Everyone deserves your respect and I'll even take it one step further... dare I say it; "Love on them." The poor performing employee is a human being who is currently in a tough position in life. You see, their job and income are in jeopardy. Yikes! Potential unemployment is a tough situation for anyone and every employee is deserving of our empathy. Be strong but kind.
Live your best career. Be a strong and compassionate leader!
Continue reading this series:
Stay connected with news and updates!
If you want some weekly T4T wisdom coming straight to your inbox for your reading pleasure - look no further! Join our mailing list to receive the latest blogs and updates.
Don't worry, your information will not be shared.
We hate SPAM. We will never sell your information, for any reason.
