Max, a new supervisor, said to Jamison, a well-trained and experienced employee, “Your work is good but the metrics show that it takes you too long to complete your tasks.”
“I like to be very careful,” replied Jamison. “I don’t release my work until I know it is right.”
“I appreciate that but I don’t think you need to spend time verifying information that has already been double-checked and approved.”
“I just like to see for myself. I don’t always trust what I get.”
“Sometimes I see you completely redoing a task that is already in compliance with customer specs.”
“I want to make sure that customers get my best work.”
Becoming irritated, Max said, “You are making it hard for others to complete their tasks on schedule.”
“They should concentrate on their work and not worry about me,” replied Jamison.
The more leaders focus on fixing employees’ weaknesses, the more frustrated everyone becomes.
According to Gallup Surveys, continuous coaching on employees’ weaknesses creates frustration, anger, de-motivation and resentment. After employees have had sufficient training, if their overall work is acceptable, it may be better to realize that not all will be superstars.