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Jane leads a team of professionals who routinely deliver high quality, innovative products. The environment is fast-paced and creative. When Tom joined the organization, his teammates immediately showed him support. After all, Tom's a "nice guy." Now, after 18 months, Jane realizes that Tom is really not so great. He misses important deadlines and requires prodding and encouragement at each step of the way. Tom is reactive and is not as innovative and creative as Jane expects. She needs a strong contributor and Tom is not.
Jane knows she should talk with Tom about his performance but she can't stop thinking:
"What if my expectations are just too high?"
"What if I address Tom's lack of innovation and it de-motivates him more?"
"Maybe if I give him another month or two he'll step it up."
"Maybe if I assign Tom to work with Joachim, some of Joachim's creativity will rub off on Tom."
Jane is an abdicator.
Abdicating means you "give up" or "abandon." As a manager, you may be abdicating your essential duties and not even know it. Along with the role of leading a work group comes the job of addressing employee performance issues. When you avoid this essential role, you may be perceived as an abdicator. Here are four signs that you may be abdicating your responsibilities as a manager:
1. You put off an uncomfortable conversation
Have you ever avoided a tough conversation in hopes that the problem might "go away?" Problems rarely resolve themselves. Your job as a manager is to ask questions and seek the truth rather than ignoring critical issues.
2. You hope that someone else will deal with it
If you expect others (your boss, your peers, your employees) to do the difficult work of challenging the process or driving for change, you will not likely make much progress. As a manager you are the group's compass. Embrace that role and make things happen. The employees are expecting that of you.
3. You put your needs or the employee's needs before the organization's needs
When you face a tough decision or a difficult exchange, do you spend more time thinking about why you shouldn't move forward? Do you talk yourself out of doing what you know you should be doing because you are afraid you might cause harm or hurt someone? While these are noble thoughts, we often get in our own way. We rationalize why we shouldn't do something (like talk with an employee about their poor performance) instead of doing what is best for the work group or the organization.
4. You don't embrace your role as a performance manager
Managers abdicate their responsibilities when they don't see themselves as performance managers. When you take on the role of manager, you take on the responsibility of helping each of your employees perform to their highest potential. By setting clear expectations, providing frequent feedback, and maintaining complete documentation you show others that you take this important role seriously.
Jane must address Tom's performance. If she doesn't, the team, the organization, and even Tom will suffer in the long run. Still, it's easy to procrastinate.
You may not be aware that your inaction is causing a very strong reaction from those you lead. Instead of abdicating your role as chief performance manager, why not embrace it? What are you abdicating? What are you avoiding?
About the author
Author: Marnie E. Green, Chandler, Arizona, USA
Marnie E. Green is Principal Consultant of the Chandler, AZ-based Management Education Group, Inc, Arizona. She is the author of Painless Performance Evaluations: A Practical Approach to Managing Day to Day Employee Performance, published by Prentice Hall. The book has been honored with a Glyph Award for Best Business/Career Book and was a finalist in the management category of the Best Books USA Awards. Green is a speaker, author, and consultant who helps organizations optimize their talent pool. For more information about Green visit www.managementeducationgroup.com
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