Difficult Performance Discussions
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