Leaders who focus on the wrong problem; distract an organization

Not too many people get out of bed in the morning, head in to work, and say to themselves Im really looking forward to screwing up today! Sure, there are always a few bad apples with horrible attitudes that seem to thrive on getting away with doing the least amount of work possible, but by and large most people want to succeed on the job. So why do we struggle with so many under-performers in the workplace?

I think most people dont want to under-perform, Kathie McGrane, Course Manager/Management Analyst at the Government Accountability Office (GAO) said to me in a recent conversation, theyre just under-led. Kathies insightful comment got me thinking about the ways leaders unknowingly sabotage the performance of their people. Heres five common ways:

1. They dont intentionally focus on building trust. Trust is the bedrock foundation of any successful relationship. There isnt a business or leadership strategy around that will make up for a lack of trust between leaders and followers. Without trust your leadership effectiveness will always be limited. The problem is that most people think trust just happens, like some sort of relationship osmosis. The truth is that trust is built through the use of very specific behaviors, and if leaders dont specifically focus on establishing healthy, high-trust relationships with their people, under-performance will be the norm.

2. Lack of clear goals and expectations. This past week I conducted a job interview and the candidate described the training she received at her previous job. She said I was given a Sharpie pen, shown to my desk, and told to figure it out. A CEO Ive coached in the past was explaining his frustration about one of his VPs not stepping up to lead like he expected him to. When I asked him if he had made those expectations clear to the individual he replied, Well, now that you mention it, no, I havent. And we wonder why people under-perform? Your people need to have clear goals and expectations so they know exactly what is required. Make sure they know what a good job looks like.

3. Leaders use the wrong leadership style. When it comes to leadership, one size does NOT fit all. Leaders commonly under or over-supervise people. Under-supervision is when the leader is too hands-off when an employee needs more direction and support on a goal or task. Over-supervision is when the leader micromanages too much when the employee is competent and committed to do the task on his/her own. Leaders need to understand that a person can be at different levels of development on different goals or tasks. Just because an employee may be a superstar in organizing and managing projects, doesnt mean he/she is a pro at giving presentations to a group of executives. Leaders need to use a variety of leadership styles to give employees the right amount of direction and support they need on each of their job areas.

4. They dont stay in touch with performance. Leaders not being aware of the performance trends of their employees is often a cause for under-performance. Leaders should have regular one-on-one meetings with their direct reports every 1 to 2 weeks. The one-on-one meeting serves to keep the leader informed of how the employee is doing on his/her goals and tasks, and it allows the employee to ask for needed direction and support. Too often leaders fall prey to seagull management They occasionally fly in, squawk and make a bunch of noise, crap all over the place, and then fly away. Dont be a seagull manager. Stay in regular touch with your employees so you can give them the day-to-day coaching they need to succeed.

5. Fail to give helpful feedback. Many leaders fail to give any feedback, and when they do, its often not very helpful to the employee. One type of feedback is praise. When employees are doing a good job, let them know! A well-timed praising does wonders for developing trust in a relationship. Redirection is another type of feedback that leaders should use when an employees performance is off-track. Redirection is specific about what needs to be corrected, timely and relevant to the situation at hand, and about moving forward. Dont gunny sack feedback and surprise the employee with it at the annual performance review.

When leaders find that employees are under-performing, the first action they need to take is to look in the mirror and examine what theyve done (or not done) to set the employee up for success. There are certainly situations where leaders will find theyve done everything possible to help an employee perform at an acceptable level and the best thing is to part ways. However, leaders will often find theyve unknowingly sabotaged the performance of their people by neglecting some of these leadership fundamentals.

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