Take Control of Your Team
WHILE DIFFERENT organizations tend to battle diverse and unique challenges, one issue remains constant and prevalent across the board: managing bad employees. When you add a weak economy to the mix, the situation becomes even more difficult. The easy answer to dealing with bad performers in a poor economy is to treat them the same way you would in a great economy. But, like most things in life, knowing the answer is not nearly as difficult as implementing it.
If solving the problem were this easy, companies wouldn't have bad performers. In fact, dealing with these bad performers is one of the greatest struggles of most leaders. In a poor economy, leadership becomes even more difficult and overwhelming than ever—and making the right decisions becomes more vital to the organization's success.
But the good news is, just as good leaders become great leaders during poor times, the bad performers can become good performers.
Identifying Bad Performers
Here's a situation at "Any Company USA." There is an employee who is described by his manager as not being great, but because he is a long-term employee who knows what to do, he keeps his job. The employee doesn't have a bad attitude, but he doesn't necessarily have a good one either. The manager will say that the employee is a good person, but that he tends to be grumpy or unhappy on occasion. The employee does just enough to get by, or does what he is asked to do, but does nothing above and beyond his duties. Everybody knows it, including the leader.
This employee is a "bad performer," which is classified as any employee who you would not recommend or want to duplicate. If further definition is necessary, a leader can ask himself a question when evaluating an employee: "Would I hire this employee again, knowing what I know now?" If the answer is no, again, this employee is a bad performer.