[et_pb_section fb_built=”1″ _builder_version=”3.0.47″][et_pb_row _builder_version=”3.0.47″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”4_4″ _builder_version=”3.0.47″ parallax=”off” parallax_method=”on”][et_pb_image src=”http:\/\/merrimanmanagementsupport.com\/wp-content\/uploads\/2019\/03\/horse.jpg” _builder_version=”3.0.101″ max_width=”33%”][\/et_pb_image][et_pb_text _builder_version=”3.0.101″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_font=”||||||||” text_font_size=”20px”]Here\u2019s a scenario:<\/p>\n
\u201cMy employee is not meeting performance expectations.<\/p>\n
They are a wonderful person with a heart of gold and super committed to the co-op.<\/p>\n
We have met a couple of times to discuss their performance.<\/p>\n
These conversations always go well \u2013 I love connecting with them.<\/p>\n
They are pleasant, honest, and believe in their ability to get things in line.<\/p>\n
I really am inspired by their spirit and really do believe in their potential to get things worked out.\u201d<\/p>\n
Let\u2019s stop the scenario here so we can ask ourselves some questions.<\/p>\n
On what evidence of the employee\u2019s performance are we basing our belief in them? Is it their reassuring, pleasant attitude?<\/p>\n
Is it our belief in their belief?<\/p>\n
This is an important question to consider.<\/p>\n
If we have seen a willingness to learn, a tenacious spirit, and improved work performance that is steady then our belief in them has its rationale.<\/p>\n
What if there have been spurts of improvement yet overall the work performance is still really languishing, and it is causing a strain for you and the team?<\/p>\n
We may have to rethink how we are approaching this situation. What are we committed to?<\/p>\n
Are we working toward the best interests and outcomes for the co-op or one particular individual?<\/p>\n
While trying to be a support to one are we inadvertently creating a lack of support to many?<\/p>\n
An employee does not have the same responsibilities that we do. They can be committed to our co-op in their own way, believe in their own abilities, and offer regular reassurances which are all true for them.<\/p>\n
We have to be careful we don\u2019t end up swayed by their beliefs.<\/p>\n
We have to have our own assessment of the situation that uses standards of work performance and behaviors.<\/p>\n
Our job as a manager is to bring about positive outcomes for the co-op as whole. Let\u2019s not confuse our employee or the rest of the team by resting our management on hopes, wishes, and wants for better performance.<\/p>\n
We need to bring clarity of expectations, coaching, and when needed progressive steps with clear consequences if these expectations are not met.<\/p>\n
We need to bring neutrality, so we are able to be objective about the facts of the matter.<\/p>\n
We need to bring grace for all involved, so our natural affection shines bright.<\/p>\n
As managers it is our job to skillfully navigate this kind of circumstance.<\/p>\n
We can do it.
\n[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"
Here\u2019s a scenario: \u201cMy employee is not meeting performance expectations. They are a wonderful person with a heart of gold and super committed to the co-op. We have met a couple of times to discuss their performance. These conversations always go well \u2013 I love connecting with them. They are pleasant, honest, and believe in […]<\/p>\n","protected":false},"author":1,"featured_media":828,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"
Here\u2019s a scenario:
\u201cMy employee is not meeting performance expectations.
They are a wonderful person with a heart of gold and super committed to the co-op.
We have met a couple of times to discuss their performance.
These conversations always go well \u2013 I love connecting with them.
They are pleasant, honest, and believe in their ability to get things in line.
I really am inspired by their spirit and really do believe in their potential to get things worked out.\u201d
Let\u2019s stop the scenario here so we can ask ourselves some questions.
On what evidence of the employee\u2019s performance are we basing our belief in them? Is it their reassuring, pleasant attitude?
Is it our belief in their belief?
This is an important question to consider.
If we have seen a willingness to learn, a tenacious spirit, and improved work performance that is steady then our belief in them has its rationale.
What if there have been spurts of improvement yet overall the work performance is still really languishing, and it is causing a strain for you and the team?
We may have to rethink how we are approaching this situation. What are we committed to?
Are we working toward the best interests and outcomes for the co-op or one particular individual?
While trying to be a support to one are we inadvertently creating a lack of support to many?
An employee does not have the same responsibilities that we do. They can be committed to our co-op in their own way, believe in their own abilities, and offer regular reassurances which are all true for them.
We have to be careful we don\u2019t end up swayed by their beliefs.
We have to have our own assessment of the situation that uses standards of work performance and behaviors.
Our job as a manager is to bring about positive outcomes for the co-op as whole. Let\u2019s not confuse our employee or the rest of the team by resting our management on hopes, wishes, and wants for better performance.
We need to bring clarity of expectations, coaching, and when needed progressive steps with clear consequences if these expectations are not met.
We need to bring neutrality, so we are able to be objective about the facts of the matter.
We need to bring grace for all involved, so our natural affection shines bright.
As managers it is our job to skillfully navigate this kind of circumstance.
We can do it.<\/p>","_et_gb_content_width":"","footnotes":""},"project_category":[3],"project_tag":[],"class_list":["post-827","project","type-project","status-publish","has-post-thumbnail","hentry","project_category-m2m"],"_links":{"self":[{"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/project\/827","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/project"}],"about":[{"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/types\/project"}],"author":[{"embeddable":true,"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/comments?post=827"}],"version-history":[{"count":3,"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/project\/827\/revisions"}],"predecessor-version":[{"id":831,"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/project\/827\/revisions\/831"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/media\/828"}],"wp:attachment":[{"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/media?parent=827"}],"wp:term":[{"taxonomy":"project_category","embeddable":true,"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/project_category?post=827"},{"taxonomy":"project_tag","embeddable":true,"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/project_tag?post=827"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}