High performers want conversation.
Re-recruitment of high performers requires intentional and thoughtful dialogue. Melissa Matarazzo leads a re-recruitment conversation with a high-performing employee, JoAnn Sternke. The conversation begins with gratitude and progresses to defining opportunities for advanced contributions.
Saying Nothing IS Saying Something
You may observe repeated behavior from others that is not in line with your organization's culture. Talking to that person about their behavior and the impact it has on the team and the results can help them become more aware and correct their actions. Plan for having an impact conversation with your colleagues by following these guidelines.
How Do We Really Know They're on Board?
All team members crave alignment to the overall direction of the organization to accelerate performance. People are counting on leaders to model the right behaviors, including the organization's most senior leader. It's the responsibility of this senior leader to engage employees, by keeping all of the executive leaders aligned to the goals, and to address any behavior that may be out of line.
"Here's what you should do..."
On the surface giving feedback seems simple; just tell someone what they did wrong and how to fix it. The problem is this type of constructive criticism rarely inspires improvement. The way we provide feedback makes a difference in how people receive and act on the feedback.
Do We Always Ask the Same Rounding Questions?
When leaders round with employees on a routine basis, they harvest valuable information and form a trusting relationship. Although we like to start with 4 specific questions, it can be helpful to personalize your rounding conversations over the course of your relationship.
It's time for a change
Approaching a conversation with a low performer is probably not your favorite task. However, ignoring bad behavior or performance will negatively impact others in the organization. Address the situation quickly and effectively using this guide to keep the rest of your team focused on achieving results.
What can you say to a sub-par performer?
Luckily, when we talk about sub-par performers, we find on average only 8% of our employees fall into this category. Because you will have a lower frequency of these types of conversations, practicing how to approach the conversation using the D.E.S.K. model will help you prepare for when those conversations are necessary.
Treat all employees fairly and consistently
To show we have taken all the right steps to support an employee’s success, it’s necessary to document performance problems and conversations. This documentation may not only protect the organization in the case of a lawsuit, it ensures all employees are treated fairly and consistently.
How do you know it's time to let go?
As leaders we care about the individuals who make up our teams. However our reluctance to address low performers can actually be doing more harm than good for our teams. For an organization to become great, leaders need to dig deep, find the problems, who the problem people are, and address poor performance and/or behavior.
How Can Leaders Develop their Teams?
In this podcast episode, listen as Studer Education Leader Coach, Dr. Melissa Matarazzo shares some game-changing practices that have helped her best support the coaches she leads as well as valuable tips leaders can put into action right now to help grow and develop their teams.