Don’t Make Your Job Hard


(Part 1 of 3)

“How do you like your new job?” I asked Willard who was promoted from a skilled position into management.

“It’s a much bigger challenge that I expected,” he replied.  “The first few weeks were fine.  Everyone seemed cooperative.  But more recently it just seems to be one thing after another.”

Willard and I continued talking and surfaced practices that were actually making his job harder.

For example, Willard spent a lot of time coaching, retraining and helping a staff member whose performance, at best, was marginal.  The staff member, a long-time employee, had never been great but Willard liked the person and was dead-set on making him better.

Even though Willard spent weeks coaching and mentoring, performance did not increase; but the employee’s frustration and resentment did.  The stress needle for the entire team popped hard to the right.

I suppose it is conventional wisdom that managers can improve departmental performance by strengthening the weakest link in the chain.  And the temptation to help struggling performers is even greater when they are friendly.

However, managers who focus their efforts on their lowest producers—and all departments have one or more employees who consistently produce less than others—simply make their job harder.  You can make your job easier by accepting this truth.

Coaching Tone May Make A Difference


Elsie admitted that she had a tendency to procrastinate and get distracted. Her manager said, “Elsie, I expect you to verify all invoices, complete payments on time and enter data into the computer accurately.  Otherwise, there could be consequences.”

Elsie improved for about four weeks, then she drifted into carelessness—making mistakes and missing deadlines.

The manager said, “I like Elise but I get frustrated because I have to spend too much time micromanaging her.”

Eventually, Elise’s manager was transferred. Her new manager commented, “After observing Elsie’s performance for a couple of weeks, I sat down with her and in a friendly way worked out checklists and deadlines for completing her tasks.  At least weekly, I reviewed with Elsie her work.

The manager “thanked” Elsie for even her slightest improvements and patiently noted mistakes.  Elsie quickly apologized and immediately corrected the errors.

After about four months, Elsie’s performance, while not perfect, became much more reliable.  “Eventually,” her manager said, “I got acceptable performance from Elsie by asking her to give me weekly updates on her metrics.”

Elsie said, “My first manager made me very nervous.  I knew he didn’t like me, but I really like my current manager.  I don’t want to disappoint her.”