Why do we hold on to people that we know we shouldn’t keep in place? Here are a few reasons:
- Kindness, Loyalty, and Being nice. Maybe we “like” them, they “like” us, or both. Perhaps their performance in the organization was, at one point, successful. Out of a desire to be a “nice person” or please people, and not to be the “bad guy.” Perhaps we worry about their family, livelihood, or future.
- Confrontation. These conversations are difficult, and you simply don’t want to have it. This again can be tough when you really “like” the person.
- Being too optimistic about their ability to change. We often think: if I give it more time… or I'm not helping them enough…
When someone on the team becomes a marginal performer, it hurts them, their colleagues, and you. Initially, it is the leader’s responsibility to support change by offering the resources to help marginal performers improve.
After that, if the issue persists, you are not doing anyone any favors by keeping them in place.
Certainly, this is not a recommendation to fire someone with a long and successful career who may be having a few bad months. Yet, if the problem persists, it’s time to help them find a better situation.
If you are still holding on to a marginal performer, it’s time to look at the reason and make a change. Recognizing your own pattern of holding on too long, and helping all involved by making a positive, perhaps difficult, change is not only good for you and your organization, but also it is the right thing to do.
Like any skill, leadership skill develops over time. The sooner organizations get started on leadership development, the better. Yet, according to a study posted at HBR.org, leadership development is not being encouraged by many organizations.
This study found that people start supervising at around the age of 30, but get their first leadership training at the age of 42!
The implications are that organizations have managers leading people for ten years before they get any leadership training!
Think about it this way: would you go to a Doctor who practiced medicine for 10 years before going to Medical School? How about your Accountant?
People need to be exposed to leadership training as soon as possible. Well before being placed in supervisory or management roles. Leadership is everyone’s responsibility and leadership training should start from the first day on the job.
What is your organization doing to develop leadership at all levels?
The Wrightone 360° Leadership Development Survey is one of the best ways for leaders to get effective feedback. 360° feedback is a powerful tool that gives leaders feedback from those who work with them - peers, managers, subordinates. If you would like additional information about our 360° Leadership Development Survey and a copy of our guide Focusing on Leadership Development, please contact us.
