How Successful Do You Really Want Your Employees To Be?

What in the world are corporate leaders thinking?

Every once in a while I have an experience that just causes me to shake my head in wonder.  I started coaching a new client a few weeks ago.  This client is the general manager of a production and wholesale distribution plant. He was referred to me by the corporate office located in another city. The reasons given were that this manager was foul-mouthed, arrogant, and abusive with peers and superiors. 

He recently had been sent to another location to help with some problem solving.  His behavior was intolerable, and he was sent back to his plant. He also happens to run one of the most financially successful operations in the company.

As you might expect, on the first visit I was received with considerable doubt and reservation.  Did this guy want me around?  No! 

When company leaders send mixed messages to employees, it is confusing.

As we talked, he relaxed a little. He agreed that he might benefit from making some changes.  Prior to my visit, however, he was given a raise and essentially told “good job.”  Then, following my visit, a corporate executive flew in and “put him on written notice” for his behavior.  If you were in this fellow’s position, would this sequence of events be confusing to you? 

The troubling part of this situation is that these sorts of inconsistent messages and series of events are not rare. I have been asked on countless occasions to work with an executive who has experienced similarly confusing events. 

Give direct and corrective feedback sooner than later, and avoid overwhelming future problems.

A couple of factors often contribute to this situation.  First, giving direct and corrective feedback is hard for most people to do.  As a result it gets put off until the possible negative consequences are so great that the behavior can no longer be ignored and then the hammer drops. 

Unfortunately, something that could have been dealt with much more easily in the beginning has now gone on so long with so many people being impacted that a more dramatic response is required.

Differences in perspective---or who is looking out for the company’s short and long-term interests?

A second contributing factor to this situation is that the person watching the net income on the profit and loss statement is not the one worried about the potential lawsuit that could come from a hostile-work-environment claim.  As a result one individual wants to give a performance bonus and the other wants to “slap the person silly.”  When both reactions occur around the same time the individual is left to wonder what they are really supposed to be doing.

Consistently monitor employee performance in a collaborative fashion.

It is important that performance is monitored consistently.  Executives from operations and human resources need to be in constant communication about their observations. Most importantly, there needs to be collaboration and agreement before feedback and rewards are given. 

Examine the way things are done in your shop.  Ask yourself these questions:

Note:  If you are concerned about success in hiring contact me by phone at 602-357-4399 or by e-mail at ken.kasner@gmail.com

It is important that operations and human resource professionals communicate and collaborate with each other when monitoring employee performance.