Providing Performance Feedback
Last week's newsletter spurred some great follow-up questions, like "Okay, I've done the navel-gazing, now what do I do?"
I've got you.
After you've done the introspection to see where you as a leader may have fallen short, here's what to do next.
Next steps (after self-reflection) for dealing with an underperforming employee:
Open the dialogue - Check in with the employee. This isn't just about pointing out their underperformance, but also about understanding their perspective. How do they see themselves performing? This will be important information for you as you craft your conversations with them.
Set clear expectations - Clearly articulate what you expect in terms of performance. This may be in the form of specific goals or metrics they need to meet. It's important to be as specific and precise as possible. Add timelines - I tend to use 30 days as a minimum so that there is enough time for the person to make a concerted effort to improve (if that's what they choose to do).
Consider creating a Performance Improvement Plan (PIP): Outline the areas needed for improvement, along with the timelines. I know this sounds like a very "HR" thing to say, but hear me out: Issuing a formal document like this puts the employee on notice that this may be headed toward termination if significant changes aren't made. It's important to be very clear about this as well. Remember, as Brené Brown says, "Clear is kind" when it comes to giving feedback.
Check in regularly: Check in formally (even if it's brief) on a weekly basis with the person. Provide positive and critical feedback as necessary.
Keep notes: Your documentation doesn't need to be fancy - it can be as simple as a Google doc or Sheet. Note the date of each conversation and what was discussed. Include your employee's responses and whether they understand the expectations.
Be prepared for tough decisions: If there's no improvement despite all efforts, you may need to consider reassigning the employee, or in extreme cases, terminating their employment. This should always be the last resort and approached with the utmost care and professionalism. Need help with a tough termination? Let me know.
Remember that your role as a leader is to foster growth and development. It's not just about fixing a problem, but also about empowering your employees to be their best.
