Effective leaders don't let 1 worker drag down others
In a recent discussion, a torn and troubled manager worried aloud about
her problem.
In the manager's words, "The employee has been a very capable producer
in the past. And everyone likes him. But during the last few months, his
work has become unacceptable."
Further discussion revealed that associates complained, "He's missing
a lot of work, and we have to redo things for him because he makes so
many mistakes."
The manager counseled, on more than one occasion, the employee to
improve. The manager also suggested that the employee visit their
Employee Assistance Program. While not hostile, the employee did not
respond to these helpful suggestions. Neither did he improve.
Rumors reported that the employee was experiencing marital problems,
drinking too much and suffering from depression. He had lost a lot of
weight and looked like "death warmed over."
Such situations are very traumatic for both the employee and the
department. Unfortunately, some managers allow the one troubled employee
(who refuses to get help or improve) to impair the productivity and
morale of the entire department.
In an effort to help, well-meaning managers tolerate too much, talk
too often to the employee; and even offer (inappropriately in most cases)
advice on how to cure the problem.
Effective leaders, however, manage for the greater good of the entire
department. It is not reasonable to let one employee drag down the
remainder. Thus, appropriate discipline, including termination, may be
the correct way to handle this employee.
As unlikely as it seems, firm discipline is often the most helpful
approach for troubled employees as well. It just may force them to deal
more effectively with their troubles.
MANAGEMENT QUIZ
Recall the last time that a previously acceptable performer began
performing or behaving in unacceptable ways. Check all of the
following
approaches that you used:
- 1. Talked with the employee about his/her behaviors.
- 2. Tried to find out what the employee's problem was.
- 3. Persuaded the employee to change his/her personal habits.
- 4. Clearly identified your expectations to the employee.
- 5. Offered professional help, if available.
- 6. Exercised a lot of patience with the employee.
- 7. Made extraordinary efforts to help repair the employee's mistakes.
- 8. Visited with the employee on many occasions about improving.
- 9. Appropriately disciplined the employee.
- 10. Terminated an employee who did not improve.
While not all would agree, count the following as correct: 1, 4, 5, 9, 10.
Numbers 2, 3, 6, 7, and 8 are usually not effective because they do not encourage the employee to deal with her/her problem.
Source:The Tampa Tribune - December 26, 1994 - A Knight-Ridder Report
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