This week we’re going to kick-off a two-part mini-series on one of the most important skillsets every leader MUST master, identifying and addressing bad performers. Over the next two weeks we’ll examine how to pick them out, discuss why it’s important to address the situation and finally how to rectify this organizational speed bump. Let’s get jump in!
What are the Signs of a Bad Performer?
Let’s use my book, The Salesperson’s Game Plan, to provide a great example of the type of negative habits practiced by those in this category. Here’s an excerpt:
“There is an employee who is described by his manager as not being great, but because he is a long-term employee who knows what to do, he keeps his job. The employee doesn’t have a bad attitude, but he doesn’t necessarily have a good one either… The employee does just enough to get by, or does what he is asked to do, but does nothing above and beyond his duties.”
-Nathan Jamail, Keynote Speaker
Does this sound a bit too familiar? There tends to be at least one employee who fits this bill at most companies. But I’m here to say that although this is often tolerated, it doesn’t mean that it should not be rooted out.
If you find that this under performer has habits that you would not recommend or want mirrored by other employees, then they’ve got to go. Employees are hired to make a positive impact in the company, if they fail to do that then you know my stance, ‘hire fast, fire faster’. Here are some questions you can ask yourself to help evaluate who falls in this category within your team.
- Would I hire this employee again knowing what I know about their performance/personality/attributes now?
- Does this person’s habit uplift the team?
- Is this person’s contribution providing a competitive advantage for my business?
- Would I split the last slice of pizza with them? (…Ok, ok, maybe not this last one)
If any of these answers result in a no, then my friend I am here to say that this employee is a bad performer and you’ve got to cut them loose.
Why is it so Important to Address Bad Performers?
Ok, so now that we’ve worked out who classifies as a bad performer, we need to speak more about why identifying and addressing bad performers are critical for your business. Throughout my career as a leader, I’ve found that there are three key reasons that necessitate leadership intervene. Let’s take a better look at each one.
1. Set the Right Tone for Your Team
“If you don’t address the situation, it sets the tone for the entire organization that bad performance is acceptable.”
If you hold one employee to a lower standard than others, it sets the tone that subpar performance is tolerated. As a leader, you should take the time to constantly assess the organization’s current talent pool. Tolerating a bad performer should never be condoned.
2. Maximize the Performance of Your Team
“When you tolerate bad performance, it hurts your own performance. Your commitment is to the team, and keep in mind that no player is more important than the team. “
As a leader, it’s your job to ensure the success of the team and maximize the performance of the team. Like every NFL team that’s ever won the Super Bowl, everyone’s performance matters. To create a winning team in your organization, you need to uphold a standard of excellence for all employees.
3. Create Individual Accountability within Your Team
“As a leader, your most important job is to motivate and develop your employees in any and all conditions.”
Your job as a leader is to motivate and challenge the entire team to make a difference. In good times and bad times, it is important that you constantly evaluate the commitment of each individual. When you practice this often then you are better able to hold them all accountable.
Now that we’ve covered the ‘who’ and the ‘why’, next week you and I will look at the ‘how to’ fixes needed to address bad performers in the workplace.
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