Two Big Questions About
Performance or Behavior Problems At Work
When a supervisor or manager becomes aware of an error in performance or behavior the first two questions to consider are these:
1. What was done wrong?
2. Who did it the wrong way?
Before you cringe at those tough questions, consider how crucial they are for ensuring precision about correcting problem performance and behavior at work. Without that initial analysis of a problem supervisors can make mistakes that create huge levels of resentment and frustration–and work problems can continue for years. (As they often do!)
What Was Done Wrong?
A precise statement about the behavior or performance error will help keep the focus on the primary concern. Secondary issues may be disclosed and may be part of solving larger problems. However, the problem that started it all should be corrected immediately with direction or assistance from the supervisor or manager. Or, the employee should make a clear committment about his or her plans to ensure the error never happens again.
Who Did It The Wrong Way?
Supervisors should discover precisely who didn’t turn in their widget budget, what shift most often loses widget folders, what is the average experience of those who have failed to tighten the widget bolt, who was late to the widget meeting and who hung up on the person calling about widgets. That information will ensure precision about how to focus retraining or corrective actions and how to prevent future problems.
Being precise about responsiblity will also prevent scattergun correction in which all employees are retrained or lectured for what only one person did incorrectly. If a supervisor or manager is concerned that one error is just the tip of an iceberg, it would be appropriate to discuss a process or program with everyone. But those discussions should not imply that everyone has done something wrong–especially when they know precisely who did!
The bottom line: There are many other questions to ask and answer on the way to correcting performance or behavior problems at work. But, thinking back over your career, wouldn’t it have been a good thing for your managers and supervisors to have been more precise about what was done wrong and who did it–and what they were going to do about it?