But problem employees are more than a nuisance; they can be a real business liability. Research shows underperformers can reduce the motivation and effectiveness of an entire work group, costing organizations thousands of dollars a day.
And our own research shows that problem employees can negatively impact teams and torpedo the careers of those for whom they work.
In October, former Google Talent Chief Laszlo Bock will keynote Chief Executive’s CEO Talent Summit at West Point, sharing exclusive insights into what makes great teams, and great leaders. Click Here for event information.
So why do we tolerate these bad actors? The simple answer is that confronting them is something not many of us do well, whether we’re a front-line manager or a C-Suite executive. In fact, confronting problem employees ranks lowest among the 16 key leadership capabilities the Center for Creative Leadership (CCL) tracks in its extensive database of competency ratings for leaders around the globe.
The bottom line: It’s time for all leaders – regardless of level – to learn how to confront problem employees and do so effectively. CCL recommends a simple, three-step model for delivering feedback that is fact-based and judgment-free. The Situation-Behavior-Impact (SBI) focuses on referencing specific situations, behaviors and impacts in your communications.
For example: “During today’s financial results meeting (the situation), you interrupted me six times to challenge the information on my slides (the behavior). As a result, I didn’t have sufficient time to explain the strategies we’re going to use to improve next quarter’s results. I’m frustrated that I couldn’t accomplish what I set out to do since this important work needs to begin now (the impact).”
Failing to confront problem employees does a disservice to the employee, your team and your career. As a chief executive, you are in a unique position to lead from the top and model the feedback behaviors you want your entire organization to adopt.
While we’ve yet to meet anyone who relishes the delicate task of confronting a problem person, it’s a skill everyone can learn. So review our best practices for feedback and cascade SBI discussions across your organization. You’ll be much closer to saying “problem solved.”
Related: Listening Drives Better Decision-Making
To effectively guide leadership team members toward understanding and fulfilling their team role, CEOs should…
Embracing open dialogue—and sharing failures rather than achievements—allowed this CEO to create a unique bond…
CEO Oleksak stresses specialized expertise, new products, factory flexibility and working with legacy family owners.
'Execution is where the rubber meets the road—and great execution begins with disciplined planning.' Here…
As soon as next year, the labor market will compress further causing acute shortages of…
Successful innovation will always have failed ideas along the way. The key is maximize the…