This week: Leading the unleadable?
Last week in the pm-clinic discussion forum was topic #34 – Getting started in leading teams.
This week: Leading the unleadable? Topic #35.
I lead a mixed team which includes developers, architects, testers and analysts. The majority of the team have been hand picked and are experienced, diligent and hard working. There is one fairly novice guy who has been given to me in order for him to learn and develop. The issue is that after 10 months he is still producing work of a very low quality and the rest of the team are constantly having to assist, advise, correct and improve his work.
Some members of the team and getting fed up with carrying the guy and I am very concerned that the team will lose focus. I have proactively tried to help the guy. We have had project reviews where the issues have been raised. We produced action lists for how to address the issues and yet things are no better. He is a stubborn kind of guy who comes from the “my way is always the best way” school of working an usually refuses to adapt or change.
Any advice, war stories, or recommendations for this kind of situation?
– Signed, leading the unleadable?
I would try a one-to-one approach, so that you get clear feedback both ways, without the formality of project reviews or action lists.
If you do some pieces of work together, the rest of the team will be less affected.
Are there areas where this person’s preferences and the team’s needs are a good match? If not, are there alternatives for him in another team?
Hope this helps. I find that reading Jerry Weinberg, Esther Derby, Johanna Rothman helps me in similar situations…
I’ll bet all of us struggle with this one.
1. Consider your company culture. If this performance is tolerated in your company, good luck. You’ll need to use all channels of consequence management to move him out. First, ensure that you and your boss are aligned that he needs to be moved out. Then, document, use your HR professionals, and your leader to ensure as timely as possible a move to a lower position, or out of the company. Try not to dump this guy off on another leader in your company at his current pay/responsibility level.
2. Learn how to hold crucial conversations — there are books and classes on this, and there is a simple chart to follow to ensure that you have the situation correctly assessed. I tried this with an underperformer, and got good results moving the person to basic standards.
3. I cannot tell from the original “case” whether the performer is accepting any responsibility for his performance. Good training is available to help him open his eyes–I “Totally Responsible Person.” This training helps performers self-identify when they are blaming their performance/life woes on anyone other than themselves. It’s entertaining and truthful.
Best of luck.
Can someone please start updating the summaries on the pm-clinic at
https://scottberkun.com/forums/pmclinic/default.htm#archive
Thanks
Amit
When someone is under-performing for an extended period of time it’s typically due to a bad attitude or lack of skills. In other words, they are either doing it by choice or doing it because they really can’t do any better.
From the description, it sounds like the person is choosing to under-perform, even after being warned. In this case the person has to be removed from the team else morale will begin to drop (and it appears this has already happened). At this point getting rid of this person will do much more good than the headache of finding someone new.
Good Luck,
Rob Walling
http://www.softwarebyrob.com
The training referred to by ADodd above is as he describes–can be found at http://www.trpnet.com. It significantly help supervisors/managers to get over the fear of confronting poor performance and significantly enhances leadership abilities.
Fire the person. Or put them on probation (90 days) and then fire the person unless there is significant improvement.