When it comes to how we lead our teams, it might seem odd to suggest that we shouldn’t be managing bad employees or those who aren’t performing well. After all, isn’t it our job as managers to support and develop everyone on our team, no matter what? But if we take a closer look at this idea, we’ll find some really interesting insights that can totally change the game in our workplaces. Are you curious to explore how this approach could lead to some amazing results?
The Traditional Approach to Managing Bad Employees
Traditional management often involves extensive efforts to improve underperforming employees. These include coaching, training programs, and performance reviews. While sometimes effective, these methods consume significant time, resources, and energy. Success is often limited. High-performing team members may suffer as they witness the unequal distribution of attention and resources.
Coaching is only as good as the coach and the openness of the employee receiving the coaching. Most employees are coachable and want to do better. There are many factors that lead to effective coaching and feedback integration.
Training programs vary widely in quality. Some are dry and uninspiring. Others engage participants and make the material compelling. Effective programs help participants see practical benefits. The trainer’s skill also greatly impacts the program’s success. Skilled trainers enhance performance improvement. Less effective trainers may fail to inspire progress.
Managers often use performance reviews as a catchall for everything an employee has done wrong. This approach is ineffective. Employees should never be surprised by their performance reviews. Managers should document and discuss issues with employees beforehand. Proper communication ensures performance reviews are fair and constructive.
Breaking the Cycle of Managing Bad Employees
Furthermore, the traditional approach to managing bad employees can perpetuate a cycle of mediocrity within the organization. When underperforming employees are continually provided with support and resources without demonstrating tangible improvement, it sends a message. That message is: subpar performance is acceptable. This normalization of mediocrity can erode morale, hinder innovation, and impede organizational growth.
Take the example of Erin. Erin is a great employee and within her first few months into her latest role she was excelling in all areas. However, one of her new coworkers has been a sort of problem, both before Erin started and after. This employee was constantly being asked about things and given priority with resources. When it was time for Erin to ask for support, management would defer to her expertise to deal with the issue that she sought help with. Erin was deflated and now believed she was on her own with no one to help her.
Redefining Priorities: Fostering Excellence
Instead of pouring resources into managing bad employees, organizations can benefit from reallocating those resources towards recognizing and nurturing talent. By focusing on cultivating a culture of excellence and providing support to high-performing employees. Organizations can create an environment where exceptional work is acknowledged and rewarded.
In the example of Erin, her manager could have believed that Erin, despite her expertise, still needed something from them. Even high-performing employees need support and guidance every once in a while. When they are able to receive that support and guidance, they can then continue being a high-performer.
Empowering Managers: Driving Solutions
By reframing the role of managers as solution drivers, organizations can empower employees to take ownership of their team’s performance. This shift encourages managers to identify systemic issues contributing to poor performance and implement proactive measures to address them. It involves fostering a culture of continuous improvement where problems are opportunities for growth and innovation.
This reframing emphasizes managers understanding how systems can optimized based on employee and customer feedback. Whenever a problem arises, not only managers but employees are empowered to drive solutions.
Setting Clear Standards for Managing Bad Employees
Moreover, not managing bad employees does not equate to neglecting them. Instead, it involves setting clear expectations, providing constructive feedback, and offering opportunities for improvement. However, when an employee consistently fails to meet performance standards, it may be more beneficial to consider alternative solutions. These could be reassignment or, as a last resort, parting ways amicably.
When you are attempting to help an employee understand a system or process and they are not understanding it, it can be difficult to discern where the problem is. Have them walk through the standards so you can see what exactly they are having trouble with. Once you understand where the problem lies, you can then decide whether or not the employee is likely to succeed. If you need help with setting expectations for your team, enroll in our Setting Expectations course.
Driving Excellence Through Empowerment
In conclusion, the notion of not managing bad employees represents a paradigm shift in workplace dynamics. Emphasizing the importance of reallocating resources towards recognizing and nurturing talent rather than fixating on individual problems. By empowering managers to drive solutions and fostering a culture of excellence, organizations can unleash the potential of their teams. They can achieve sustainable growth and success in the long run.
Ready to revolutionize your approach to employee management? Schedule a free consultation call with us today to explore how embracing this new paradigm can transform your organization. Let’s work together to cultivate a culture of excellence where every team member thrives.
