I was recently promoted to a management position, inheriting a team of 14 employees.  It became readily apparent after a couple of weeks that one of the employees presents a host of performance issues that apparently were either overlooked or not adequately addressed by the previous management.  I’m not timid about giving feedback, but how do you suggest addressing a laundry list of problems without totally blowing the guy away?

Deb's Answer:

Inheriting a team can present interesting challenges and opportunities. 

In addition to the dynamics of a team in transition, you’re faced with addressing individual behaviors to build peak performance.  Avoiding the issues by letting poor performers slide doesn’t do anyone any favors, so the sooner you begin to address problem behaviors the better.  Here are some guidelines to incorporate into your approach:

Set the stage for feedback with your entire team.  You’re early enough into your role as manager that you have the perfect opportunity to clarify expectations, offering specifics on desired behaviors, established timelines and any other details that are critical to performance.  Use a staff meeting or other group forum to set a constructive tone and simply introduce your approach.  Let employees know that their success is important to you and that feedback is one way to encourage their individual development and the team’s performance.

Explain that you’re direct and like to give feedback routinely as part of the course of work, as opposed to storing up issues for an annual review.  Ask for their suggestions and include their ideas in the implementation.

Having set the stage for feedback, begin addressing performance privately with each individual.  Offer positive feedback as well as constructive criticism so that people don’t dread their conversations with you.  Addressing issues immediately instead of letting them ride, as your predecessor apparently did, will prevent the accumulation of an unwieldy list of problem behaviors.

Regarding the employee to which you referred, get started but be selective in the topics you tackle.  Rather than jumping on this guy for every misstep, prioritize the issues of greatest importance.  Initially, address one to three problem areas, starting with the most urgent.  Behavior related to safety, civility, customer service or any behavior that seriously compromises the well-being or integrity of the employee, other team members or customers should be addressed immediately.

Categorize topics wherever possible.  Grouping together expectations around customer service or office civility, for example, may allow you to touch on a number of specific behaviors within a single category.

Before speaking to the employee, define your desired outcome, then focus the feedback on your observations of the behavior.  It should be clear that the individual’s behavior is not falling within the range of acceptable behavior.

Be direct, specific and nonjudgmental – “Your report was three days late.”  State your concerns, including the impact of the behavior – “I’m concerned about the delay: it meant that we had to give our presentation without all of the data.”  Communicate your expectations – “I need the report on time each month, or notification by the week before if you’re running into problems.”  Use active listening to better understand root causes, uncover additional needs and elicit solutions from the employee – “What are your ideas on how to ensure timely reports in the future?”  Come to an agreement, then close the conversation by restating it.

Once you have come this far, follow through by monitoring behavior and providing the coaching and resources the employee needs to be successful or move on.