From Top to Troubled: Reviving a Struggling Star Performer
Whatβs up with Eric? A once dynamic and energetic employee with consistent quality and endless capacity is (figuratively) unrecognizable. Ericβs performance has deteriorated over the past 2 months. Spotty attendance, a chronic failure to meet customersβ needs, and a short temper top the list. Your concern for Eric is both professional and personal. You and a few of his close teammates wonder if everything is ok for Eric at home. These same mates have been covering for Ericβs misses, but you know a more stable solution is needed. You want to give Eric the space he needs to work through this tough stint, but the stint has turned into a full season and itβs time to intervene. Equal parts compassion and accountability are necessaryβ¦but which should you lead with?
You could continue to let the good will of others cover for Ericβs lack of productivity, but that will run dry in a few weeks. Not addressing your concerns about Ericβs performance and the rather sudden change in his personality could become a missed opportunity to help a good employee recover. In addition, gaining the discretionary effort of your team (effort they offer without being asked) due to a peer in need is not something to take for granted. Usually, team members will stand up and stand in for an employee in need, but if this becomes chronic and goes unaddressedβ¦expect a stand down from the masses.
When we are busy stressed and tired our words come out as criticism and blame. Comments like βYour work is under par latelyβ or βYou canβt afford more mistakesβ only serve to embarrass. Thereβs not a trace of empathy or a genuine desire to understand what is contributing to his struggle. substantial or constructive. This situation deserves a serious, constructive, and structured conversation that is focused on problem solving and employee wellness.
Prep concrete examples of Ericβs current state and get clear on your intention to get curious about the source of his stagnation (sans interrogation) and structure a way forward. Ideally, address this situation as soon as you have enough data about the situation. Youβre opening line could be, βEric, thank you for meeting today. Iβm concerned about you, Iβve noticed a change in your demeanor and work over the past couple of months. For example, Aβ¦Bβ¦and C.** Of course, you donβt need to discuss any personal topics you arenβt comfortable discussing, but if work is the source of this change, Iβd like the opportunity to correct that.β Then - Be - Silent.
**Whether itβs customer feedback, department reports, documented mistakes, and/or calling out frequent Monday absences, bringing this information forward is a powerful step toward unraveling and addressing the problem.
Eric might respond with:
1. The Sounds of Silence: Allow Eric room to breathe and collect his thoughts. If that silence becomes deafening, youβll need to march through the metaphorical door you just propped open by with the next question: βYouβve been successful in the past. What do you thinkβs been getting in the way recently?β With Eric now actively engaged (hopefully) in the dialogue, youβre well on your way to diagnosis followed closely by resolution. To do this well, keep asking smart questions to peel back the layers (we got youβ¦see below ideas).
2. Liberating the Issue: If Eric reluctantly discloses that there is indeed an underlying problem β e.g., his overwhelm has been making him feel like an underachiever for a while β that is the opening you need to dig deeper for the root cause.
Root Cause Questions
βTell me what is specifically causing you to feel overwhelmed.β
βWhat do think is behind your feeling of underachieving?β
βWhat was present for you when you were successful thatβs missing for you now?β
βWhat I am hearing you say is_______does that accurately capture the situation?β
βWhat responsibilities or tasks are you struggling with the most?β; βIn what ways?β or βHow so?β
βSay more about xyz.β
βWhat have you tried so far?β; βWhatβs worked and what hasnβt worked?β
βWhatβs getting in the way?β
βWhatβs stopping you fromβ¦.?β
Is your current workload not tapping into your talent and skill set?β
Coaching Cues - Clear on the problem? Spark solutions with these words:
What does success look like to you?β followed by βHereβs what it looks like to me.β
βLetβs brainstorm some ideas to help you feel less overwhelmed and more successful.β
βWhich ideas feel realistic?β
βWhat could you do differently?β
βWhere can I offer greater support?β; βWho else could you tap into for support?β
βWhat actions will you take before our next meeting?β; βWhat will you do first?β
Commit to a Way Forward
Wrap up this crucial conversation:
1) Summarize: βOk, hereβs what weβve established as expectations and next steps. Did I miss anything?β
2) Commit to weekly check-ins, regardless of your own workload, to stay closely connected.
3) Reassure: βI have a lot of confidence in you and trust your ability to back on track with the actions we agreed to.β
The Final Word
When supporting colleagues who are in a slump, remember that it took them a minute to get stuck; it will take a minute to re-emerge as the employee they are capable of being. Perhaps youβve been there, and what pulled you out of your performance purgatory was a Manager who helped you name it and face it. Your awareness, curiosity, and empathy as a Leader will communicate a dedication to support while cracking the code on struggling team members.
The Final Final Word
Your intention should not be to βfixβ the employees you work with but to βgrowβ them. This nuanced mindset will help you select the words, tone, and tools needed for productive conversations and ultimately, talent development.
Donβt stop now! Learn more from a few of our personal favs below:
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