Performance Management Blog

Addressing Bad Behavior at Work

Posted by Jamie Resker on Dec 5, 2013 11:15:00 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?

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Topics: difficult conversations, addressing bad behaviors, Address Performance Issues, constructive criticism, difficult employees

Performance Feedback Anchored in Your Core Competencies

Posted by Jamie Resker on Jul 18, 2013 2:05:00 PM

Anchoring your performance feedback alongside your organization's core competencies is a beautiful thing.  Let me explain and provide some resources and tools on this topic.

If you work at Rockland Trust, a Massachusetts-based 120 year old bank with about 2,000 employees in  77+ locations everyone can tell you, “We’re a place where each relationship matters”.  From the interview, onboarding, coaching, training, rewards and recognition everyone knows Rockland Trust is a place where all relationships matter.  Case in Point:   Bob, a Loan Officer, was great with clients:  professional and respectful.  Yet when it came to Bob’s tone and approach with the back office staff he showed impatience, frustration, raised his voice and generally treated colleagues poorly. 

Here’s how the conversation between Bob and his manager played out: 

Manager:  “Bob, this is awkward to bring up but I wanted to talk to you about your behavior with the back office team.  And before I say much more I want to point out that the behavior I’ve seen and heard about isn’t in line with our “Where each relationship matters” value.
“I need for you to put just as much effort into building positive, productive and professional relationships with your colleagues much the same way as you’ve done with your customers”.

Bob:  “I was wondering if you were going to say something about that”.
Michael Shipman, VP, Talent and Organizational Development for Rockland Trust said, “The overarching value of “Where each relationship matters” is so well known that Bob’s response wasn’t surprising.  Why?  Because Bob knew his actions weren’t aligned with the bank’s values.  The intent of an organization’s value statement and competencies are intended to communicate “this is the type of place we are and here’s what we expect.”  Whether those things are really expected and enforced is hit or miss.  Bob’s response says he knew the expectation but was testing whether he was going to be held accountable.  

When someone in your organization is conducting himself or herself in a way that is behaviroally disruptive chances are that a number of your core competencies are being violated.  This can be powerful stuff when it comes to justifying and providing performance feedback. 

When is bad behavior ever ok?

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Topics: addressing bad behaviors, core competencies, Halogen Software, performance management training, do's and don't of performance feedback, performance management

What to Say When Addressing a Performance Issue

Posted by Jamie Resker on Jun 12, 2010 4:53:00 PM

The traditional method of providing constructive criticism/feedback would sound something like this:

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Topics: feedback, addressing bad behaviors, Address Performance Issues, managing workplace behavior issues, manager avoiding performance conversations, constructive criticism, improving performance, managing difficult discussions, managing bad employee behaviors, address bad behavior, difficult employees, disruptive behavior, employee performance issue

Don't Make Employees Mad with a Poorly Delivered Message

Posted by Jamie Resker on Mar 7, 2010 4:04:00 PM
Many managers are adept at the objective parts of performance discussion performance, but nearly all of them dread initiating conversations about personal issues such as behaviors and attitudes. The traditional method by which they are taught to provide performance feedback to employees, sometimes referred to as "constructive criticism," is often the very reason they avoid, water down or delay giving feedback in the first place.

That kind of feedback typically sounds like "here's the problem, here are the examples of your shortcomings and this is the negative impact." Inherent limitations with this kind of communication frequently manifest as follow:

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Topics: addressing bad behaviors, constructive criticism