Posted by Jamie Resker on Wed, Jul 30, 2008 @ 02:44 PM
Most managers would rather immerse their hand in boiling water than give an employee feedback about poor performance. Yet most managers will comfortably discuss those issues with a sympathetic ear, either an HR contact, a peer manager or even someone at home.
What is clearly uncomfortable for the manager is having a direct conversation with the employee who has the performance issue:
- Often managers ultimately become so frustrated with the employee's performance they seek HR support to begin the process of terminating the employee.
- Upon questioning the manager and reviewing the personnel file, HR will often find that the employee in question was never provided any information regarding the seriousness of their performance deficiencies.
- The manager may admit they have not raised the issue with the employee or at best hinted at the issue in the past. In other words, the employee has no idea they are in danger of losing their job.
The traditional method in which managers provide performance feedback to employees is often the ultimate cause for why feedback is not always provided.
Most managers believe they need to create a bullet-proof case revolving around a list of the employee's shortcomings. This approach usually results in a defensive reaction from the employee which makes it difficult to gain agreement on what needs to change. Once a manager has been through this process once or twice it becomes easier just to avoid addressing employee performance issues altogether. Let's just say there is no real mystery for why managers tend to steer clear of giving feedback about poor performance!
Feedback vs. Discpline
The good news is that managers are able to recognize and describe performance problems, but that usually means using language that feels like discipline. Sometimes we refer to this as constructive criticism. However this approach still feels like criticism and discipline.
Feedback: a better, more productive approach
Use positive words that describe the desired performance rather than off-putting words that describe the current underperformance.
Some Examples
- If the employee lacks finesse when dealing with fellow employees and behaves like a bull in a china shop the manager would ask for the employee to develop a more polished and professional style.
- When an employee makes frequent mistakes the manager would talk in terms of developing more accuracy. For the employee who chronically complains that everything is a problem the manager might ask the employee to develop a problem solving approach.
Be Specific
As these behavioral descriptions are broad it is important to further explain what the manager is looking for by providing specific positive examples of what they mean by a more polished and professional approach, more accuracy or a problem solving approach. Again, these examples should demonstrate positive behavior examples.
Explain the Importance
Lastly, it is useful to explain to the employee the benefit of developing the performance area. The manager must simply ask themselves, Why do I want the employee to make this change? In the case of the employee who makes frequent mistakes the manager may reason that in the finance environment accuracy is essential, therefore the month end reports must represent complete and correct data.
In Summary
This approach makes it easier for managers to address performance issues by talking in terms of the desired performance versus the undesired performance. It also specifically describes to the employee what the manager expects in terms of performance. Because it by-passes the negative descriptions and resulting negative reaction the employee is more likely to respond positively to the feedback. A simple rule of thumb is to provide the employee with the opportunity to receive the feedback and make progress on the issue. Only when it is clear that the employee is unwilling or unable to make progress should more extreme measures be used such as disciplinary actions or documented performance plans.
Click here to download our guide on Addressing Disruptive Employee Behaviors for more examples
Posted by Jamie Resker on Mon, Jul 21, 2008 @ 01:33 PM
Most of us would rather have a root canal than give an employee feedback about poor performance. Yet, we will eagerly discuss - or is it complain - about these issues with colleagues or loved ones. What stops us from providing feedback?
Clearly, identifying the performance issue isn't the roadblock. Ask any group of co-workers what the problem is with a difficult employee and they usually can name it without hesitation:
- You, mean Mr. Know-It-All? If he would ask for help instead of pretending he knows how to do everything maybe he would meet his deadlines.
- She stresses about everything. I just want to slip a valium in her diet coke.
- He's mastered the art of looking busy.
- She's an excuse expert.
- Oh, he will promise you anything, just don't hold your breath waiting.
So, why do we all steer clear of challenging performance conversations?
Why People Avoid Giving Difficult Feedback
Over the years we have heard many reasons for why people avoid or delay providing feedback. Here are some of the more common reasons:
- I don't know what to say
- The employee is due to retire in two years anyway
- I'm worried about the employee's reaction
- What if I make things worse?
- This person has been here a long time and who am I to bring up the performance issue?
- What about legal ramifications?
- It will demotivate the employee
- I hate conflict
- Maybe the problem will fix itself
- I don't think the employee is capable of changing
- I don't know what the solution to this performance issue is.
Even the most seasoned managers can come up with a million excuses for avoiding or delaying a difficult performance conversation. We believe the problem lies more with the method we traditionally use to provide feedback rather than with some shortcoming of the individual responsible for orchestrating the performance conversation.
The Traditional Method of Performance Feedback and Why it Doesn't Work
The traditional method in which managers provide performance information to employees, usually referred to as constructive criticism, is often the very reason we avoid or delay giving feedback in the first place.
Most of us believe we need to create a bullet-proof case revolving around a list of the employee's shortcomings. Is it any wonder that most feedback recipients gets defensive and we find it difficult to achieve anything remotely resembling a productive outcome, never mind gaining agreement on what needs to change.
Once you have been through this process once or twice it becomes easier just to avoid addressing performance issues altogether. Let's just say there is no real mystery for why we tend to steer clear of giving feedback about poor performance!
Read the blog on How to Have a Difficult Performance Conversation
Posted by Jamie Resker on Thu, Jul 10, 2008 @ 02:36 PM
Work Systems Affiliates International (http://www.wsa-intl.com), a strategy and leadership development firm serving both commercial and government sectors, announced the establishment of their new Performance Management Practice Group.
In today's economy, companies are focused on doing more with less. One of the keys to accomplishing that goal is maximizing employee contributions -- something we have been helping clients do for over 25 years.
Creating a separate practice group focused exclusively on best practices in performance management will provide even greater benefit to current and future clients explained Paul Plotczyk, President of Work Systems Affiliates.
In addition to performance management consulting, the cornerstone offering from the new group will be a 2-Day Performance Feedback Workshop. Providing quality feedback is the most underutilized "tool" in any manager's toolkit when it comes to ways to develop employees and improve performance. Our 2-Day workshop will help leaders craft performance feedback messages that drive high performance and minimize defensiveness, conflict and confrontation. commented Jamie Resker, Director of the newly formed practice group.
When performance issues are mishandled or avoided the organizational consequences can be huge. We have always helped clients with performance issues but having Jamie Resker head up the dedicated practice group will provide a level of knowledge and expertise that will serve our client base well. We are delighted to have her on board stated Dr. Paul Stimson, Managing Partner.
I am thrilled to be adding Performance Management Consulting and the new 2-Day workshop to our product and service offerings. I think the 2-Day workshop will be very popular since delivering difficult feedback is part of nearly everyone's job. I think this is an elegantly simple tool - everyone can use it. And considering the organizational cost of replacing employees, everyone should use it. It only helps job satisfaction and retention. added Beth Chartier, Director of Business Development.
About Work Systems Affiliates International
Work Systems Affiliates International is a strategy and leadership development firm based in Massachusetts. For over 20 years Work Systems Affiliates has partnered with organizations to create breakthrough levels of performance and profitability. We help companies ensure that their structure, processes, people and competencies are aligned to effectively deliver what their customers want.
About Jamie Resker
In addition to her new role as Director of the WSA's Performance Management Practice Group, Jamie is also the founder and President of Employee Performance Solutions (EPS) where she developed the Performance Continuum Feedback Method to allow organizations to improve their management of employee performance and development.
The method is easily learned and is flexible enough to handle any employee performance and development scenarion, regardless of the specifics. The program has been successfully used by managers in organizations ranging from Fortune 1000 corporations to medium sized businesses and non-profit organizations. Jamie is a frequent contributor on the topic of employee performance and feedback.
Contact Information
Suzanne Murphy
Vice President, Sales & Marketing
Posted by Jamie Resker on Thu, Jul 03, 2008 @ 11:49 AM
Most of us would rather have a root canal (without the Novocain) than give an employee feedback about poor performance, particularly when it relates to a behavior based issue. Yet, we will eagerly discuss or more accurately complain about these issues to colleagues, friends or family. So what stops us from providing feedback to the employee?
Clearly, identifying the performance issue isn’t the roadblock. Ask any group of co-workers or managers what the problem is with an underperforming employee and they usually can name it without hesitation:
- “You, mean Mr. Know-It-All? If he would ask for help instead of pretending he knows how to do everything maybe he would meet his deadlines.”
- “She stresses about everything. I just want to slip a valium in her diet coke.”
- “He’s mastered the art of looking busy.”
- “She’s an excuse expert.”
- “Oh, he will promise you anything, just don’t hold your breath waiting.”
So, why do we all steer clear of challenging performance conversations?
Why People Avoid Giving Difficult Feedback
Over the years we have heard many reasons for why people avoid or delay providing feedback. Here are some of the more common reasons:
- I don’t know what to say
- The employee is due to retire in two years anyway…
- I’m worried about the employee’s reaction
- What if I make things worse?
- This person has been here a long time and who am I to bring up the performance issue?
- What about legal ramifications?
- It will demotivate the employee
- I hate conflict
- Maybe the problem will fix itself
- I don’t think the employee is capable of changing
- I don’t know what the solution to this performance issue is.
Even the most seasoned managers can come up with a million excuses for avoiding or putting off a difficult performance conversation. We believe the problem lies more with the method we traditionally use to provide feedback rather than with some shortcoming of the individual responsible for orchestrating the performance conversation.
The Traditional Method of Performance Feedback and Why it Doesn’t Work
The traditional method in which managers provide performance information to employees, usually referred to as constructive criticism, is often the very reason we avoid or delay giving feedback in the first place.
Most of us believe we need to create a bullet-proof case revolving around a list of the employee’s shortcomings. Is it any wonder that most feedback recipients get defensive and feedback providers find difficultly in achieving anything remotely resembling a productive outcome, never mind gaining agreement on what needs to change? Once you have been through this process once or twice it becomes easier just to avoid addressing performance issues altogether. Let’s just say there is no real mystery for why managers tend to steer clear of giving feedback about poor performance!
3 Keys to Reducing Defensive Reactions to Feedback
It is clear that the key reason managers avoid giving feedback is not because they don’t understand the problem but rather because they don’t know how to craft a message that is “sayable” and “hearable.” The Performance Continuum Feedback® Method (PCFM) is a straight forward approach to do just that.
The PCFM helps you put the focus on the positive, desired performance rather than highlighting the current negative performance. The result is a message that managers can deliver comfortably and with confidence in the fact that the employee is more likely to respond positively.
Key #1: Identify the Performance Issue
Identify the negative behavior that is holding the individual back – not a problem for most people. Then describe it in the opposite, positive terms. For example, if the employee lacks finesse when dealing with clients and behaves like a “bull in a china shop” the manager would ask for the employee to develop a more polished and professional style. For an employee that makes frequent mistakes, the manager would talk in terms of developing more accuracy. For the employee who chronically complains that everything is a problem but never offers any solutions, the manager might ask the employee to develop a problem solving approach.
Key #2: Be Specific about the Desired Change
It is important to get specific about what you mean by a “more polished and professional approach”, “more accuracy” or a “problem solving approach”. For example, “What I mean by ‘develop a problem solving approach’ is that when you first notice a problem that is preventing you from getting your job done I want you to first think through a solution and then approach me if it’s something you need my help with”.
Key #3: Detail the Benefits of Making the Change
Lastly, it is useful to explain to the employee the benefit of developing the performance area. First, ask yourself “What problems does this performance cause”?
In the case of the chronic complainer who never offers solutions, their behavior most likely creates negativity, wastes time and garners complaints from co-workers who are sick and tired of listening to this person drone on about what’s wrong. So, the “here’s why I’m asking you to focus on this” part of the message would sound something like this.
“The reason I want you to focus on solving problems is that people will notice and appreciate your ‘how do I make things better around here’ approach.
This will make more constructive use of the time we have and it will bring more positive energy into the team”. Notice how the message is still honest yet talks in terms of what WILL happen when the employee develops a problem solving approach. These keys are the core of the Performance Continuum Feedback® Method, a step-by-step methodology designed to make anyone comfortable delivering even the most difficult feedback.
Conclusion
Talking in terms of the desired performance versus the current undesired performance serves two purposes:
Bypassing negative performance descriptions and the resulting negative employee reaction allows the employee to respond more positively; ultimately facilitating the move towards the solution phase of the discussion – the ultimate goal of feedback.
A simple rule of thumb is to provide the employee with at least two opportunities to receive the feedback and make progress on the issue. Only when it becomes clear that the employee is unwilling or unable to make progress should more extreme measures be used - such as disciplinary action or documented performance plans.
If you would like more information about the 6 Step Performance Continuum Feedback® Method, or have a specific performance issue you would like to discuss please contact me at 781-210-2049 or jamie@employeeperformancesolutions.com. Jamie is the Founder and President of Employee Performance Solutions and is the Director of the Work Systems Affiliates International Performance Management Group Practice.