Accountability

As leaders, we need to make sure that our people are treated fairly.

That means rewarding over-performers, and promptly dealing with under-performers.

If someone is not doing a good job, it affects the entire team. Other team members have to do more work, since they either have to take up the slack or correct the low-quality output of the under-performer.

Start by diagnosing the problem. If they don’t know how to do it, give them training. If they are demotivated, motivate them. If they have interpersonal issues with someone on the team, put them on a different team. Develop a professional improvement plan, if appropriate, and set a standing check-in meeting at least weekly, so you will continue to follow up. If they don’t improve after a short probationary period, they should not still be on your team.

Part of these efforts is to rehabilitate the under-performer, of course. But the greater impact is to the rest of the team and your leadership with them. They will see you care about the people and the quality of their work. They will see that you are in-touch with the issues. Their morale, productivity, and retention will stay high.

If you are passive on the issue, your team members will assume that you do not know, do not care, or lack the competence to fix the problem. Any of these will erode your leadership with them, and eventually your top performers will choose to go work for someone who does know, does care, and is competent.

Be the employer of choice by proactively addressing performance issues.

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