Leadership Training: Management Training - Handling a Non-Performer

The Leadership Training Institute offers seminars that teach participants to confidently use proven methods of management leadership to lead people and help them plan, organize and control their work assignments. Seminar participants will also learn to use resources made available to them more effectively.

On-Site Seminars: can be tailored to the needs of client organization and delivered on-site at time and location of client choice.

Seminar Objectives:

At the 90-day post-seminar assessment, participants will have:

Demonstrated (on the job) an understanding that the intuitive style of leadership (self-centered, directive) will only work in special circumstances and will have made noticeable improvement in working themselves toward a management leadership style (participatory, empowering)

Spent more time "leading and managing" and less time "doing"

Used the action planning process to plan and implement at least one important initiative that has a positive impact on business results

Used the decision-making technique on the job to arrive at sound decisions that have or will have a positive impact on business results

Demonstrated greater ability to function in teamwork situations

Developed and successfully used a system of control by exception

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Management Training - Handling a Non-Performer

Are you shielding a non-performer because letting someone go is not an easy task? I’ve learned from bitter experience the havoc that can bring. The other players on your team are no doubt aware of the discrepancy between their efforts and the non-performer. They have to pick up the slack, putting an unfair burden on them. They will certainly wonder why you are putting up with it. Your own credibility is at stake, and the longer the situation is allowed to go on, the more it will become obvious that you lack the courage to do something about it. In time, your team will experience an atmosphere that is divisive and considerably unfair.

On top of all that, by allowing the non-performer to remain, you are not doing that employee any favors either. They never get to understand that this kind of behavior must be corrected and their performance must improve if they are to move up in their career. When they have been severed from the company, they will have to examine their own behavior and discover how to correct it. A non-performer tends to muddy the waters by creating dramas that keep attention focused away from themselves and on issues that take attention away from their performance.

The non-performer needs to be separated from the rest of the team. It’s a hard situation, I know. I’ve been there and made the mistake of not acting quickly. This showed a lower level of support for my real performers, something not to be proud of as a manager. If you have repeatedly spoken with your non-performer about his/her failings and have not seen improvement, it’s time to grab the reins and sever the relationship.

Source: Barbara Brenner link

Related: Management Training