Do You Have the Courage to Manage Poor Performance?
To be a good new manager, you must have the courage to manage poor performance. Do you think you can transition from the tame kitty to a bold new leader? It all starts by setting clear performance standards and then understanding how each person sees their work and how they want to contribute.
Evaluating Who Should Stay and Who Should Go
Beyond the knowledge, skills and general positive attitude required to succeed as a new manager, new managers need to have the courage to tackle one of the most difficult aspects of taking on a new team – evaluating who should stay and who, if any, should go. That means objectively understanding each person’s unique situation, confidence level, competence level, strengths, weaknesses, aspirations, value-add, and fit.
Do Not Keep Underperformers or Cultural Misfits
It is critical for new managers to not delay or prolong their leadership responsibility to make sound people decisions. Not moving quickly enough on poor performers is one of the top five warning signs of a low performance work culture because it:
Guidelines to Build the Best Team
Once you figure out the capabilities of your team and act on underperformers, you should:
The Bottom Line
You are not on a witch hunt. You are simply trying to assemble a team that will perform at its peak. That means that they hold similar values, respect one another, agree upon expectations of performance, are clear about how each member contributes to the team goal, and are willing to cooperate with and support one another.
Once you have the courage to manage poor performance, download 3 Must-Have Ingredients of High Performing Teams for New Managers
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