Performance Falls Short of Expectations

In previous blogs we have explored performance in the context of not giving the supervisor what they need or have asked for, and we have also discussed how most jobs are not designed to match the person’s strengths. In this blog, I’d like to focus on the supervisor and ways he/she can effectively deal with the internal struggle of a poor performer.

When performance issues surface, it is frustrating – to say the least. If you are a supervisor, you might do a classic “take-back”, or you might hover in hyper-vigilance in an attempt to avoid and/or catch the mistakes. If you are a co-worker who has been impacted – you may have the experience of smoldering frustration.

As a supervisor, a "take-back" is when you take something back that was on the employee’s plate and you move it to yours or to another employee. If you take the task back and give it to a co-worker - this action can cause the smoldering frustration to build to higher levels – depending on the situation. I’ve been guilty of a “take-back” or two myself, so I know just how hard it can be to allow someone to fail, but hovering and taking back are not always good solutions – for obvious reasons.

One way of addressing the situation can be exploring if there is a communication gap. A communication gap can cause things to get off kilter. It can even appear as if there is a performance issue, when it is actually a matter of communication, not performance. For example, I recently met with my team and learned that in setting goals some of my team members are visual and they need/ want a written plan that clearly articulates how they are going to achieve their objectives. For these team members the overarching objectives needed a more clearly defined way to reach them. I don’t need this, so I completely missed the need.

It is also important to recognize that in some ways performance is subjective rather than objective. A match to the supervisor is important. This can potentially be learned by the staff member, but sometimes they need the encouragement and guidance of their supervisor or the assistance of a trained coach.

Just remember if you are a supervisor poor performance is usually felt beyond you, so it is critical for you to successfully lead yourself through this in order to provide the leadership necessary for your team.

How to Perform at the “Genius” Level at Work

Albert Einstein once said “Everybody is a genius. But if you judge a fish by its ability to climb a tree, it will spend its whole life believing that it is stupid.”

I agree with Einstein that everyone has a type of “genius” capability. However, understanding and deploying those gifts within certain work environments can be challenging at times. In large part, this is due to differing stakeholder expectations, coupled with the fact that jobs are designed around organizational needs – not our strengths. Every environment I have worked in had a set of both spoken and “unspoken” expectations. Unspoken expectations can sink a person if they remain unaware of them.

A number of years ago I worked in an organization which was not a high-feedback culture. A client was struggling with a number of ongoing issues, and we both agreed that a 360 should yield the desired insight. I had conducted many 360’s in the past, and did not really anticipate that this one would be vastly different. However, as the interview process got underway I soon discovered this one was going to be very unique, much more so than any I had ever conducted.

Clear patterns usually emerge in a 360, but in this one there were very wide discrepancies. The discrepancies were so wide that it had a schizophrenic nature to it. There were two clear camps emerging; on one side of the equation this person was beloved and on the other side there was a sense of almost professional disdain. The 360 revealed that even in categories where there should have been a common ground (such as management and leadership), the rating discrepancies were wide. An analysis revealed that the biggest discrepancies were created from the gap in the unmet, unspoken expectation realm. The individual had not done a great job in understanding and meeting the unspoken expectations of all stakeholders. Further complicating matters these individuals were extremely vocal in expressing their discontent, which affected my client’s reputational capital within the organization.

So how can you perform at the genius level at work and avoid some of the pitfalls my client had to overcome? Part of performing at the genius level in today’s organization is requires you to understand not only the spoken expectations, but the unspoken ones. The ability to understand allows for a greater likelihood in meeting them and/or managing the individual when their expectations are unrealistic and/or cannot be met. This goes a long way in preserving work-relationships, and building a reputation of “genius” or high performer.

Everyone wants to be a Five

It’s that time of year again - many organizations are in the middle of going through performance evaluations for their staff. As I reflected on the nature of a few recent conversations centered on the performance evaluation process, I was reminded about an assignment that I had many years ago. The assignment was to teach managers how to use the organization’s new performance evaluation system. I did not participate in the creation of the system, but was asked to work with managers, so they could successfully implement it.

Performance evaluation was new to this company and the reasoning for the system implementation was to bring up the level of performance within the organization. This was a bit of a shock for most of the employees (to have their performance quantified and measured), as it was new and counter to the previous organizational culture. As with many change initiatives, there were people who were angry and up in arms, and they were very vocal in their opposition. On one level I had to admit I was at a handicap, because I did not participate in writing it, I just assisted with the implementation. However, I learned a lot during that assignment. I learned that almost everyone wants to be a five.

What do I mean by that? When a performance evaluation is set up on a numerical scale, people want to get the highest number possible – no matter what the words on the paper say. It is human nature. There is a natural bias when people reflect on their performance – most feel they perform at the high end of a scale. For example, in this organization’s performance evaluation system getting a three meant you met expectations – five meant you exceeded them. I learned that setting up a system with a numerical component can automatically build in employee resistance. Who doesn’t want to be the highest number, or in the best category?

Now look at the flip side of this. Although I recognize that performance can fluctuate from year-to-year – even with high performers, the reality is that as a manager and owner of a business I want to surround myself with “fives” (or people who are the highest level). If the people I work with are not at the “five” level well - I want to see signs that they are working toward it. I want the best possible team surrounding me. What does it communicate if you have a staff that consists predominantly of “three’s”? Does that make for a compelling, interesting, and engaging workplace? After all – everyone wants to be a five – metaphorically speaking.

If I said I wanted a peach, would you give me a pear?

It happens all the time in business. I personally have seen it in my consulting practice a lot. It can show up in the form of a supervisor’s frustration with a direct report when an expectation is not met. Sometimes it is because the message from the boss was not clear, but other times – well things just fell apart for some reason. In my practice I have seen both sides of the issue. The boss has a specific outcome and/or expectation in mind and their direct report is working hard, but not necessarily on the things that are important to the boss and the bigger picture. The employee wonders why their boss is not thrilled with their performance and outcomes. It’s because the boss wants a “peach” and the employee is delivering a “pear”. Of course, I am speaking metaphorically, but I think you get my meaning.

The issue stems, in part, from a lack of clarity on priorities, emphasis, attention, and values. Understanding priorities in a time when things change rapidly can be difficult. However, it is not always a lack of clarity of priorities, but a failure of alignment about how much attention to pay to a particular project. For example, I worked with an organization that had an established partnership with another company. The relationship in the partnership was not equal (much like a supervisor supervisee relationship). There were certain deliverables that were important to the satellite partner, but the funding for most of the project came from their partner. The satellite partner continued to pay attention to the things that were important to them – to their peril. It showed up in the form of paying close attention to the things that held meaning to them – rather than fully understanding and giving attention and showing results around the things that the funding partner valued. The satellite partner kept putting their attention and emphasis on the wrong things and eventually the partnership ended.

The supervisor/supervisee relationship is a partnership of sorts, and alignment is important, but not always easy to achieve. Spending all your time on perfection when just good enough is ok will not necessarily win you additional points in the eyes of your boss – even if you are working hard. It can be just as deadly as not paying attention to perfection when it is important to your boss. You might want to ask yourself are you giving your boss a pear when he/she really wants a peach?

Passion for the Job

Recently I heard a commentator on a news show talk about the importance of passion at work. After hearing him, I became engaged in a conversation with my brother who shared his frustrations at work with me. It was obvious in speaking with him that he cares about the success of the company and finds it frustrating that decisions are made which are contrary to what he feels are in the best interest of the firm. He felt that some of the individuals in positions of leadership lack the day-to-day knowledge regarding the on-the-ground issues.

He confided that he wasn’t sure he could continue working there, because he was concerned the company would fail, he did not want to be on a losing team, and the frustration level was high. It was clear he had ideas; things he wanted to share and things he thought would make a difference.

As I contemplated the thought, I reflected over my practice and recalled the most important theme throughout all my years in consulting. While passion with one’s work may be important, the clients I work with reveal that their greatest desire is to contribute – to make a difference. Every person I have met through my consulting practice who voiced dissatisfaction with their work felt that they were not contributing to their fullest potential. Sometimes this brought people to tears with frustration. Passion for the work may be the ultimate level of self-actualization, but contribution is incredibly rewarding and may even lead to experiencing passion with one’s job.

Three Strategies for Managing Change and Transition Successfully

Got Change?
Have you ever encountered a situation where you were faced with organizational changes that left you uncertain about how to manage and navigate through the transition? Problems can arise sometime when you reach out to people within your organization, because it can descend into a gripe session, which really isn’t helpful. If you seek guidance and advice from your personal network, there may be a limited or lack of understanding about the complexity of your particular situation. The reality is that if you don’t navigate the transition well there can be unintended, negative consequences. Further complicating matters it can feel and/or appear as if there can be winners and losers during times of change and transition. Let’s face it no one wants to be on the losing side of the equation.

Drivers and Accelerators of Change
In my consulting practice almost all of the organizations I work with are undergoing some type of change driven by either internal and/or external factors - sometimes a combination of both. Some of the external drivers that can trigger the change process include industry innovations; market changes, such as competitive forces; economic; technological; social and political forces. Some of the internal drivers that can trigger the change process include leadership and management changes, which can result in mission, vision, strategy, and the need for tactical shifts; organizational growth or decline; expansion into new markets and adding new product lines; and the need to streamline processes and procedures.

There are drivers that “accelerate” the rate at which change occurs, such as globalization, technological advances, a CEO change, and, of course, the most recent economic downturn where many companies had to respond quickly in order to survive. Although it is possible to envision a time when globalization will not be an accelerator for change, but for now globalization continues to accelerate the rate at which organizations must respond and adapt.

Whatever the driver for change, we must learn how to adapt quickly – even when we don’t feel ready or equipped.

How to Successfully Manage Change and Transition
Organizational changes can be lonely and challenging to navigate, but there are strategies you can employ that can make the process a lot easier. What do I mean by that?

Tip #1 Manage Your Stress Levels
Ok – admit it change is stressful. Sometimes it is a good stress, but sometimes it tips over into distress! Depending on all that is going on in your life, this may be the stressor that breaks the proverbial camel’s back. Therefore, it is critical to learn ways to manage stress, because stress can create havoc on your body. It increases the body’s production of cortisol, which can result in weight gain. Too much stress can actually inhibit intellectual functioning. I could go on and on, but the most important thing is to manage your stress levels, so that it does not negatively affect your health.

For me Bikram yoga is an amazing outlet, but it is a big commitment. I am not big into meditation, because I really cannot sit still that long, but any form of yoga allows me time to focus on the mind, body connection. Whatever your choice find something that works for you, something that you can/will commit to.


Tip #2 Observe and Stay Grounded and Connected
First let me say that if you don’t manage your stress level, it will be very hard to observe, stay grounded and get connected. In part, because when you are overwhelmed with stress and fear it is difficult to stay grounded. So while feeling fear during times of transition and change is normal – don’t let it rule you and your decisions. This will help you to stay grounded so that you can actually observe and stay connected to how the changes might affect you. It will also allow you to ask the right questions from the right people. If you are not grounded during times of change, you can be thrown about by the winds of change and feel completely out of control. I cannot stress enough how important it is to stay grounded during times of change, because it will allow you to see where you are/are not aligned with changes and more importantly what you need to do in order to take care of yourself during the change as well as what skills you might need to learn in order to be a major player as the change unfolds.

Tip #3 Build Capacity
As I mentioned in tip #2, when you are grounded you will see trends that you might not see and you will begin to understand how the change applies to you and what skills you will need to build in order to be a successful player as the changes unfold. Without understanding how the change applies to you and what capacity you must build – you could get left in the dust wondering what the heck just happened as the transition rolls on.

There is more
There are more strategies, but these are the top three plus this is the beginning for you to ponder as you navigate the winds of change. We will be posting a white paper on change soon on our website, which will include additional strategies, so check it out if you would like to read more on this topic.

What Can Companies Do?

My Consulting Practice

Many experts talk about the need to put people into roles where their strengths are utilized. However, in my consulting practice I rarely work with organizations that have the luxury of designing jobs solely around people and their strengths. Most jobs are created based on an executive’s assessment of business needs along with some type of justification, especially if the position is new. If the position is well established, there may have been no true re-assessment of the role in years, and the role may/may not accurately reflect current business needs. What can an employer do?

I just don’t see a singular focus on a ‘strengths-based approach’ as a realistic model given day-to-day business reality and an ever-changing business environment. When scanning my entire practice, I don’t think I have ever met an individual who had a job that only played to their strengths. I have seen individuals who present the business case to change their role. However, even when the job has been explicitly created there are generally still elements that do not fully play to their strengths, and/or that require them to stretch and grow into the role. My sense is that both aspects (business needs and individual strengths) are really important components, and maybe they are equally important when looking at this issue and what an employer can do.

Making the distinction

I have observed individuals who appear to be miscast in their role, but not all of them are considered a performance problem in the “eyes” of the organization. What makes the difference? It might be helpful to look at a few real examples.

There are examples that come immediately to mind of two individuals who were both considered to be either miscast and/or a bad hire due to various performance-related issues. The situations, however, are starkly different and well worth exploring – especially from an organization’s perspective. Neither of the individuals were, by both my and their estimations, a great match for the organizational culture, but that is where the similarities ended.

Confusion around expectations

There was a great deal of confusion around one of their roles. There were varying and unclear expectations from the different stakeholders, yet there was no cohesiveness that bound the various constituents’ expectations together into a well articulated role. The boss who directly worked with this person on a day-to-day basis was not displeased with their performance, but this person was widely viewed as a poor performer and there was some level of negative history following this person. Further complicating the matter, the person never really got the feedback necessary in order to course correct, they had an unknown blindside.

The company did not have a way of defining the role in a way that linked all the stakeholder’s expectations into a well articulated role, allowing the person to develop the skills necessary in order to raise their performance. The person, while not a great match for the culture could have been a much more productive employee if the company had benchmarked their role and created a clear roadmap for successful performance with a strong development plan in place. Even a strong feedback loop would be more helpful than allowing the person to languish in a professional purgatory of sorts.

Not a good match

The other individual was also not a good match for the culture, nor were they a match for the job they held. When I first met them, I was struck by the level of unhappiness they experienced in their role. After some reflection and investigation, it turned out that this person was not only in the wrong culture and the wrong job, but also in the wrong industry. No amount of development, job clarification, and performance management would ever make a difference. This person was holding on for dear life to the security they thought their steady paycheck brought them. They desperately needed to move on. Thankfully for them and their company, they eventually did - thereby allowing space for someone better suited for the role to step in, and allowing the mismatched individual to step into the possibility of a better matched job/profession.

Summing it up

In an economic contraction, many companies may feel as though their staffing needs are met and new responsibilities can be handled by their existing employees. However, there may be individuals in the company who are miscast in their current role or the roles they might be asked to fill. This takes a toll on productivity, it negatively affects peers and co-workers, and in a worst-case scenario it can sometimes impede the progress of the company.

Many companies take an approach of categorizing employees as A, B, or C players, which may be helpful. However, it might not really get at what it takes to succeed in a particular job. When a company benchmarks the job by defining how the job should be - the role then begins to take on a different shape – one closer to reality and the organization’s true business needs. In addition, it creates a strong foundation for hiring when the economy resumes its inevitable expansion. This process, performed properly, is an unbiased way in which to measure existing staff against the benchmark, understand their strengths, and produce a roadmap of strong development plans. What if the benchmarking process shows that a person is no longer a match for the position based on changing business needs? This process allows the company to assess how to best redeploy the employee in a more suitable position based on a balance of individual strengths and corporate needs. In short, benchmarking both defines what is required to excel in a job and ensures that an employee has a job in which they can excel.

Photo Credit: Flickr Jeff Sandquist