(Lencioni) Take the risk of being vulnerable with the people you lead. That means, be open about who you are, what your concerns are, what your strengths and weaknesses are. Be human, and they will trust you.
Thursday, August 14, 2008
Lencioni's One Piece of Advice
If you were to give a new team leader one piece of advice what would it be?
Monday, August 4, 2008
Lencioni on Poorly Performing Team Members
That depends on whether the person has a true performance problem or a behavioral/values one. Most of what I’m about to say pertains to behavior, though it could also be used, with a little modification, for those who are just not producing.
First piece of advice to a manager: tell the team member he is underperforming. So many times people are not aware of their situation because managers shy away from giving them direct feedback, especially if it’s negative.
If, after direct communication, the situation doesn’t improve, make sure the underperformer knows that you’re willing to make a change to the team—that is, let him go—if things don’t improve. Do it kindly, helpfully, but clearly.
When people know that a leader is willing to make radical changes—like booting someone—they’re more likely to focus on improving. When they think they are indispensable or that the manager would never pull the trigger, they have little incentive to change.
One of three things should happen next. Either the employee will improve, he will leave the organization on his own because he sees that he can’t be successful, or he’ll need to be helped out the door. In most cases, one of the first two situations will happen, and only rarely will a manager have to fire someone.
Finally, throughout this process, communicate with the underperformer with the assumption that he really wants to improve. In most cases, that’s the reality. Doubting someone’s intentions only increases the likelihood that he won’t see the possibility of success.
First piece of advice to a manager: tell the team member he is underperforming. So many times people are not aware of their situation because managers shy away from giving them direct feedback, especially if it’s negative.
If, after direct communication, the situation doesn’t improve, make sure the underperformer knows that you’re willing to make a change to the team—that is, let him go—if things don’t improve. Do it kindly, helpfully, but clearly.
When people know that a leader is willing to make radical changes—like booting someone—they’re more likely to focus on improving. When they think they are indispensable or that the manager would never pull the trigger, they have little incentive to change.
One of three things should happen next. Either the employee will improve, he will leave the organization on his own because he sees that he can’t be successful, or he’ll need to be helped out the door. In most cases, one of the first two situations will happen, and only rarely will a manager have to fire someone.
Finally, throughout this process, communicate with the underperformer with the assumption that he really wants to improve. In most cases, that’s the reality. Doubting someone’s intentions only increases the likelihood that he won’t see the possibility of success.
Subscribe to:
Posts (Atom)
