Tuesday, December 01, 2015
Five Reasons You Have Undesired Performance
Occupational Health & Safety: Leaders set expectations and manage the influences on them, but some spend too much time managing displeasing results. No effective leader can truly expect perfect performance from every one of their direct reports, one hundred percent of the time. Those who have unrealistic expectations misunderstand human behavior and its influences and likely create undesirable work environments. Managing, coaching, or counseling undesired performance is an integral part of any leader's responsibilities. How is this handled in your organization?
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4 comments:
I liked this article, at least what it was trying to say. Even though I view the breakdown as only one view to take when managing a team, it is a pretty good breakdown. One thing it certainly does is highlight the leader’s role in designing an environment that people want to work in and succeed in, and that’s a perspective that I feel is often lost in an educational environment where people are gaining the experience they need to succeed as leaders.
As for the breakdown of the 5 types of issues that can occur with a workforce, I thought it was insightful but a little too rigid. To me, the article seemed to ignore the fact that often times an overlap or combination of factors can occur. This shouldn’t by any means take away from the lessons that can be learned by keeping that breakdown in mind, but it should be viewed as a flexible, and customizable.
I agree with the previous comment in that the article feels rigid for most workplaces. I understand that the article is meant to address the primary five reasons why people are not engaged in a process that is already having problems. I am curious if there is a way to prevent these five things from occurring besides reminding people to take care when listening to each other so that they also become Active Listeners. We have talked about his a lot of in the last couple of days of class, and I believe that they would really help.
In addition to prevention, I think the author also fails to address the fact that once you have seem a show 18 times, it is difficult to maintain that level of performance consistently while remaining aware because there is a level of monotony to it. Being aware when you are repeating the same thing for the 10th time or more, it becomes easier, and muscle memory will kick in. How do you break the monotony to great an amazing performance once all of the shows have started already?
So, I sort of disagree with Aubrey and Alex about this structure being too rigid. I don't think anyone is going to pick up and read this article when they are first starting out, but may happen to come across it when Googling "How to deal with poor performance" or something like that. In that case, you're trying to remediate a situation, and you would need a more structured, rigid approach to improve an undesirable situation. Actually, I would read this article, but I'm also young enough that, when working professionally, I often feel the need to be slightly more rigid than I would normally, to ensure I am actually heard/listened to.
I do, however, think that this article, like most on the OHS website, is written far more complexly than it needs to be in order to get its point across and help a struggling manager with her direct reports. It's pretty jargon-heavy, and lacked a lot of specificity in tactics for dealing with the types of people it describes.
I dislike articles like this a lot. I mostly dislike them because I don't think you can put productivity into a formula. I think so much of this comes from how employees are treated and motivated by someone in a leadership role. I don't think it has anything to do with who is their manager and what they're supposed to do, but how that information is passed along to them by someone who is supposed to take care of them as a part of the team. Being a good manager doesn't get anything done, but being a good leader does.
I do, however, believe this article is useful to folks who are looking to be a good leader and are looking for input. Not facts but input. That could definitely be useful for someone who is working on leadership, but like all other things I believe this should come with a grain of salt and not be used as the sole source of information.
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