A P.I.P. Shouldn’t Be An R.I.P.

It’s so easy to say that employees should just go away when they’re not performing the way we want them to or responding to our management. The hard part is not actually getting them to change behavior, it’s actually admitting that we can do more to get them to where they should be.

image1PIPs or Performance Improvement Plans are often used by companies as the last ditched effort to shape up those “troubled” employees before we ship them out. Others use them as merely a coaching tool to get the attention of their people so that other forms of disciplinary action doesn’t have to be taken. I’ve seen PIPs in memo form, worksheets and templates, and I’ve even seen them delivered in emails. But regardless of how we format them, they should all have the same elements to be effective:

  • Clear areas that our employees need improve upon to remain a part of our teams
  • Challenging, yet achievable goals and deadlines for expected improvement
  • A plan of action for achievable said goals
  • Steps in which the manager can contribute and help the employee reach optimal performance
  • Fair and consistently applied actions that will occur if the desired performance isn’t met

We cannot use the word “Improvement” in the plan if we are not truly trying to achieve it. How we communicate during the delivery, and the words and tone used during the meeting should not feel like a death sentence or as if we are setting the employee up to fail.

There is no need to rehash the issues that we’ve had with the employee, but should focus on the behaviors that cause those issues that need to be altered or adjusted. Bringing up old stuff, especially if those incidents have caused negative conflict before, will surely turn your performance improvement meeting into a counter-productive blame session where no one is listening.

If we want our employees to listen, they must feel as if they are believed in, like they can make it and that they are being supported by members of management. Not only is this communicated in the document and meetings themselves, but by actually following up frequently to ensure that the necessary steps in the plan are being acted on.

So ultimately, a lot of the responsibility comes back to the manager. Not just delivering a document so that we can check a box, but managing our employees to yield the results that we need.

And isn’t that what management is all about? Not just supervising processes and expecting everyone to fall in line, but by providing resources and teaching people how to be successful in our systems.

Joe ClarkIf we want to get rid of someone, let’s just do it and move on to the next. Like Joe Clark said in the movie Lean On Me, “Don’t f#&% around with it…do it expeditiously!” But if we actually want them to get better, we must communicate it, make them believe it and show them how serious we are about them making it through the process.

The Managers of the Roundtable

The legendary King Arthur had a great employee engagement strategy…listen to and value the opinions of your leaders. As a result of the involvement with his team, we still speak of his conquests and successes to this day.

KnightsHere is an excerpt from my new Performance I Create article where I encourage dialogue, equality and teamwork amongst leaders:

…to force ideas on them [managers] may be ineffective because their team may need something different…

I committed to providing a forum, a monthly roundtable, where they could come together, learn from one another, share ideas and needs with HR, and leave feeling as if they were listened to and treated equally.

Click HERE for the full article and please share!

Check out my post and those of my fellow contributors for relevant, in-your-face, performance altering insight at Performance I Create!

A Big Ego

Your department in shambles?  Your employees lack enthusiasm?  Are they no longer offering any new ideas and seem to lack innovation?  Is your office full of bickering and finger-pointing?

One of the biggest mistakes made by managers is the thinking that the blame is all on the employee, questioning their drive, discipline and engagement. Quite possibly it has everything to do with something a manager directly did or didn’t do that has caused the employees to turn for the worst.

20140423-140708.jpgAn inflated managerial ego causes us to think that we can do no wrong. After all, I could not have made it to the top of the corporate food chain if I didn’t know what I was doing…if I didn’t know how to lead. When things are not changing, managers must first take a look at what they’re doing to encourage change or what they’re doing to block it.

No Autonomy
We can’t preach that we want our employees to think independently or decisively if we undercut on every decision they make. When given a task or project, it’s best for the manager to offer suggestions and tutelage, and if it still fails, we all have a learning experience and the motivation to make it better. The old “If you want it done right…” mindset makes employees feel as if their ideas are being dismissed. And why would they continue to be vocal knowing that their ideas and efforts are all for naught? Instead, let’s teach them how to succeed, and be sure to be available and approachable if they need assistance along the way.

Mixed Messages
Publicly saying one thing and then acting on something totally different is a sure way to turn employees off. Consistency from leadership is key to consistency in their shops and key in earning credibility with their crew. Rules and policies are in place to help manage this, but when employees make good decisions based on policy or past precedent and then managers come behind them and overturn it (sometimes as favors to other managers), the employee looks stupid and shaky. And when you have different rules for different people, there may as well be no rules at all.

Managerial CYA*
Part of being a leader is sometimes taking a figurative bucket for their people. When a division does well, it’s “we”. When something falls through a crack it’s “them”. Once employees have enough tire marks on them, they’ll do less to stand out and just enough to stay under the radar. The only thing being encouraged in this scenario is them being encouraged to stop trying to make a difference. When people stop trying to make a difference, we are stuck with the status quo.

20140423-140714.jpgIt’s the little things that make huge differences and it’s the little things that those in charge do that employees pay the closest attention to. Employees can tell when their managers don’t have their back, and more importantly they know if they’re being used or undervalued. Once these trusts are damaged, it’s very difficult to regain them.

Managerial ego must be set aside to save team cohesiveness and to boost productivity. When those that lead think that no one can do it better than them, they’ll find themselves forced to do it themselves.  Unfortunately for them, a prerequisite to being in charge is having someone willing to follow your lead.  When employees don’t believe in who they are supposed to follow, they’ll simply choose their own path…oftentimes right out of the door.

* CYA = Cover Your Ass

Does Your Performance Eval Stack Up?

Check out my latest post over at Performance I Create, where we are discussing everyone’s favorite time of the year, Performance Evaluation time! Here is a sample:

performance-evaluationIf you’ve ever dreaded delivering a Performance Evaluation or if employees would rather get a root canal than sit through their review, your evaluation may need to be updated. The only reason for a manager to dread the process is if they know the feedback will lead to push-back and conflict. Employees hate them because they are tired of hearing opinionated fluff.

Please click HERE to view the remainder of the article and please share!

Check out my post and those of my fellow contributors for relevant, in-your-face, performance altering insight at Performance I Create!

Now What?

I am fresh back from a wonderful conference in Baton Rouge, Louisiana (LASHRM) and I am still pumped up and excited about my profession.

As I emptied my conference bag and began sorting through all of the pamphlets, pens and notes, I reflected and thought to myself, “Now what?”

We go to all of these conferences for development , fellowship, and to meet our Social Media peers and friends in person, but what good is all of that development and fellowship if the organizations that we return to don’t see and reap any benefit?

What are we going to do? What are we going to change? How are we better and will the colleagues we work with daily see it? Or are we just going to hoard all of the cool stuff we learned and keep all of the free pens and water bottles to ourselves.

I saw something special in that convention center, and because of that I’m motivated to share until my colleagues get tired of me.

I had the pleasure of working with my Performance I Create colleagues as the Social Media team for the event. We had a ball, sharing session content, promoting social media, blogging, etc. As the River Center staff began breaking down the exhibit tables and attendees were clearing out, we thought that our work was done. Just then a volunteer approached us and said that there were a couple of attendees that really needed to talk to us. Agreeing, a couple of us walked out to where our Social Engagement Portal was (that staff broke those tables down fast!) and we were immediately hit with a series of questions about how “Social” could help them in their workplace. They wanted to know how to move their thoughts from ideas to execution…and which tools and mediums would be best for what they were trying to accomplish.

connectAs we engaged them (my colleague did most of the talking, ahem), you could see light bulbs not only coming on but exploding. The concepts we spoke of were not complicated. They just needed some of that stuff that we teach and talk about to come off of the screen, out of the blogs and made plain to them in person…right there in their hands so that they could grab it and implement. What they needed was the knowledge that we had gained from doing…ideas that we got from conferences….strategies that we picked up from our peers. They needed it to make sense and tie in to what they were dealing with every day in their organization…and that if they had questions afterwards that they could reach out and get support.

“Don’t just help light bulbs come on, help them explode!” – Justin Harris, 2014

That’s what stuck with me. That’s what made me realize that it’s not that the people upstairs from me don’t care to do things differently, it’s that they don’t know exactly where to start. They have ideas, but they need help planning. Those of us that say we’re experts are needed to reach out occasionally and break it down for them. Because sometimes our messages are too big and they can’t run with that load. If we break the messages into manageable chunks, focus on process instead of the presentation, we’ll see more people grab hold and put the stuff in action.

So it starts in my shop. Being the change that I talk about and helping others to implement. Helping others to get involved and learn more about the tools of our trade. Because the Resources that we have are no good if we are not sharing them with other Humans.