“How should I deal with performance problems?” is one of the most common questions seminar presenters at MRA get asked. In cavalier moments, some managers may think to themselves, “If they don’t do what I want, I’ll take them on.” But all leaders soon realize—or learn the hard way—that though they must deal with performance problems, the “fight” or “bully” method of leadership has many downsides (as does the “ignore it and maybe it will go away” or “flight” method). There are better options, but those options are not always utilized. According to MRA’s research, on average, 40 percent of employees feel their supervisor deals ineffectively with poor performance and 42 percent of employees feel that people in their organization can get away with poor performance.
When employees choose not to meet expectations, it frustrates many managers. “How do I address that kind of intentional nonperformance?” “How do I know when employees “cross the line” and it is time to discipline or terminate?”
The manager should consider two things before intervening in an employee’s choice to not meet expectations:
