Managing performance is a vital part of the leader’s role. When underperformance happens, it can take time and investment to ensure people get back on track, therefore it is vital to consider how we create a high performing environment. Like a plant grows with the right conditions around it, so do people.
In this blog we will explore strategies for overcoming under performance when it happens as well as creating an environment where high performance is more likely to happen.
Creating a high performance environment
When creating a high performing team, it is important to create the right environment and clearly setting expectations is an important part of this process. This ensures that every team member has real clarity on what is expected of them, not only the work to be delivered, but also how the work is to be delivered. Examples may include the way in which you bring people with you, for example, influence, or if they are a manager themselves, how they use the work to grow and develop others. Defining both the scope of work that needs to be delivered, as well as how the work is carried out needs to be clear.
Clear communication
I notice in coaching sessions that people might say they are unclear about what is expected of them at work, perhaps the message that we think we have shared has got lost in the conversation. Setting time aside regularly for clear, transparent communication is key. We can break this into three key areas:
Providing feedback: By sharing clear, regular feedback about how the person is doing is one of the key components to development. And yet many of us report that we find it difficult to provide developmental feedback because we don’t want to hurt other’s feelings, or we don’t like conflict. If we create an environment where feedback is reciprocated, eg: you ask for feedback as well as providing it, it can be both positive and developmental. Using a model such as SBI (Situation, behaviour and impact) to share feedback is useful as it ensures the feedback is not personal to the individual and instead is about the specifics of what you noticed and what could be done differently.
Coaching more, telling less: By encouraging the person to explore themselves, through your questions, rather than telling and directing them, you can start to support each person to work out how they are at their best. Of course there are times to set a clear path, the vision for example, but how each person gets there, what their ideas are and what might be getting in the way are all great coaching style conversations. Leaders can use deeper listening skills, adopt a curious mindset and encourage space for the person to work on themselves, by doing so encourages them to find the answers to high performance themselves. It is about partnering with your team, rather than only telling.
Trust: By creating an environment where it is okay to share that you don’t understand or you are struggling, means that you can get to the root cause of underperformance much quicker and more easily. Trust is built by ensuring vulnerability is acceptable in the team rather than a criticising environment or where teams can only be positive to their leader. A good starting point is to properly listen when people are sharing “bad news” stories as well as “good news” stories. For example, if they share they are finding something at work hard, we can lean in to being curious and asking rather than telling them “it will all be fine”.
Underperformance strategies
Notice the Signs Early and identify the root cause.
You may notice work deadlines slipping, see a difference in how the person is interacting or is more negative in their approach to others, for example. A great starting point is to explore whether it is that they can’t do the task i.e. capability, or whether they are not motivated to do it. It could also be about external factors, such as something going on at home that is causing a challenge.
Ask yourself: is this a capability (can’t do) or a motivation (won’t do) issue?
- Skill gaps: training, tools, unclear expectations.
- Motivation issues: disengagement, values misalignment, lack of recognition.
- External factors: wellbeing, personal life, workload pressures.
Using your 1:1’s you can explore with open questions what might be getting in the way.
Create a plan
This may include a more targeted plan to get performance back on track, with more clarity needed to define the change that needs to occur. Getting the balance right bewteen providing support to your team as well as ensuring accountability is key This is about ensuring resources, support, training and additional items are put in place with the person to rapidly get back on track.
Monitor Progress & Review Regularly
By regularly discussing progress, providing feedback and being clear on expectations is good practice to ensure performance changes. It is also the time to acknowledge the wins and if progress stalls resetting expectations once again.
Seek additional support
If performance doesn’t improve over a period of time then you may need to follow more formal processes (HR policies, PIPs).
Reflect as a leader
With any performance situation, there is an additional opportunity for the leader to reflect.
- Did they provide sufficient clarity, support and feedback?
- Was the balance of challenge and support effective?
- Was there sufficient trust and transparency at the right times?
Using all situations as a learning moment can strengthen your leadership practice.
In summary
As you reflect on your own team’s performance in preparation for annual reviews, I encourage you to make any adjustments to the support and challenge you provide as well as the strategies shared above. By ensuring we act quickly and clearly in managing performance challenges will ensure your team have more possibility to get back on track. By being consistent and objective the leader builds trust, as well as ensuring those in the team see that it is a consistently fair environment where standards are clear and development is supported.
I’d love to hear how you get on and how you find the different approaches. If you would like support with building your leadership style and managing performance to create a high performing team, get in touch to see how 1:1 leadership coaching sessions can support you.