Confronting performance problems with clarity: how can you confront performance problems without alienating the people whose beh

Managing employee performance involves a special set of challenges. One of a manager's most difficult tasks is confronting employees whose performance does not measure up to expectations.

There are any number of issues to deal with. In the case of an employee who is consistently falling short, a manager may wonder, "Why does she focus on details instead of strategic issues?" Or, faced with an employee who withholds critical information or cooperation, one may think, "Why can't he follow through on his commitments?" And sometimes the performance that matters most is in the hands of community leaders whose actions lead one to wonder, "Why do they keep obstructing our plans?"

Many managers delay or avoid the direct confrontations that are required to resolve these kinds of issues, or give up after having a conversation or two with the people involved. In either case, the disturbing pattern of behavior continues--with a corresponding increase in frustration and irritation on the manager's part. Well, there are ways to break the cycle. This article outlines five steps to help managers communicate directly and authentically while actually strengthening work relationships.

STEPS TO IMPROVING COMMUNICATIONS

Avoidance versus confrontation. Step one is deciding which confrontations are worth the effort. The points to consider are the personal and organizational costs of the performance problem and the costs of avoiding direct communication about it.

Many organizations have long-standing conflicts and misunderstandings that simmer just below the surface, and at first, these areas of disagreement seem too hot to handle. People feel burned out by past attempts to clear the air. When the same problems resurface repeatedly, leaders become resigned and resort to "going around" the person who is causing the problem. As a result, the leadership group suffers from a low-grade fever that interferes with performance in many ways.

Knowing your own motivations. Step two involves analyzing the situation according to your internal compass. Instead of south, east, west, and north, the points of the internal compass are observations, emotions, thoughts, and motivations. To negotiate a satisfactory solution, managers need to get their bearings by figuring out what they see, feel, think, and want in each performance situation.

Articulate exactly what external behavior is causing the performance problem. For example, you may notice that Ed always arrives 10 minutes late for a meeting, a cup of coffee in hand. The meeting gets off to a slow start, and the important issues are not resolved. Your reaction to this situation may be anger or impatience, and frustration caused by the repeated delays.

Review your beliefs, ideas, thoughts, and assumptions. You assume that Ed stops for coffee on the way to the meeting. You believe that he is always nonchalant about matters that are of concern to you, and you may conclude that he values his own comfort ahead of efficiency, and that he isn't concerned about wasting your time. These thoughts fuel your anger, which may also affect the assumptions you make and the conclusions you draw.

Finally, you must determine what you want in this situation. Clarity about this "true north" will set the direction for an opening conversation with Ed. You may think that what you want is for Ed to arrive at meetings on time, and this analysis of your internal compass may seem adequate at first glance. There is, however, a minefield of possible misunderstandings within this terrain, and it pays to take some time to reflect and reconsider initial assessments.

Taking time to gain clarity. Start step three by checking your observations. Is Ed really always late? Or is it possible that your annoyance about past events or other situations with Ed causes you to pay special attention to the times when he is not on time? Is he really drinking fresh coffee, or is that a cup he's been carrying around since he was called into the office for an emergency early this morning?

Next, consider your emotions. Is your anger and impatience truly about Ed, or is some of it caused by a recent meeting where your budget was cut by 15 percent? Do you tend to get annoyed any time you see Ed because his department is always obstructing your projects? Does he remind you of your oldest son, who leaves for school late each morning?

As for thoughts and assumptions, is it true that Ed shows no respect for your time and convenience? Perhaps there are other factors contributing to his frequent tardiness. Have you given him some last-minute assignments that needed attention before the meeting?

And are you sure about what you want? It would be nice if Ed arrived on time, but there may be other reasons for the delay in starting the meeting. Would Ed's early arrival accomplish your ultimate goal? Maybe you would be just as happy to avoid the meeting entirely if Ed would just agree to solve the problem on the agenda. Or perhaps you would prefer that Ed take over the meeting and run it in your absence.

Articulating insights. Armed with a clearer sense of your own motivations, you are ready for step four: planning a conversation about the performance issue. Filling in the blanks in the following sentence can help in summing up your new insights: When I see--, I feel--because I think--, and I want --. When you can make this statement calmly and clearly, you are ready to begin a dialogue on this topic.

Having spent so much time understanding their own concerns, many managers think the end game is simply to report these results to the other person, who will eagerly accept this new perspective. Unfortunately, this is often where performance discussions break down. Even if the person appears to agree with you, nodding quietly in response to your statements, he or she undoubtedly has a different perspective.

As you learn more about how the other person is experiencing the same situation, you may adjust some of your observations and assumptions, which will change some of your reactions and possibly even modify your desired outcome. Finding common ground regarding something you both want is essential to a successful resolution. Finally, when both parties have adjusted their observations and assumptions based on new information, it is time to negotiate an agreement that will bring about a shared goal.

HOW THE PROCESS CAN WORK

Here is another example of how this process of self-assessment, clarity, and dialogue can work. Tom's last confrontation with Joe in the purchasing department did not go well; it ended in a shouting match about whose fault it was that Tom was unaware of a new approval procedure. Tom left the argument without a purchase order number for an important management consulting contract. He spent his evening commuting time thinking about what he was seeing, feeling, thinking, and wanting.

The next day, he handed Joe a properly approved purchase order request form, and instead of letting it go at that, he also opened a dialogue. "When I see new approval procedures set up without input from key staff," he began, "I feel frustrated because I think we would develop better procedures and get greater compliance if the users of the system were consulted. And I would like to see that kind of inclusive process implemented in the future"

Tom could see the purchasing manager begin to bristle, so he quickly continued: "Joe, how do you think the process could be improved? What are you seeing that I may be missing?" After a short conversation, Tom learned that a large group of users had been consulted in a focus group leading up to the change. Tom realized that he was out of town at the time, but he was concerned that the focus group did not include users from his area. Joe also observed that Tom seemed to need to go around established procedures with some frequency. Tom acknowledged that his projects did not fit the common mold because of the nature of his business. At the end of their conversation, Joe and Tom agreed that Tom would be included in future focus groups about process changes affecting outside consultants. More important, Tom and Joe ended the conversation with a better understanding of each other's concerns, a more positive opinion of each other, and a stronger work relationship.

MOMENT OF REFLECTION

Each communication challenge is unique. Being able to address issues directly and authentically is part of the contribution a successful manager makes to the organization. But the next time you find yourself feeling hot under the collar about an issue with an employee or coworker, give yourself a few minutes to reflect on your own internal compass. Get clear on what you are seeing, feeling, thinking, and wanting, and use this information to open a dialogue. Your conversations will become more productive and effective in resolving many difficult and tenacious problems.

KATHLEEN M. FLANAGAN is an executive consultant and coach who works with leaders and leadership teams to improve their effectiveness through more direct, authentic communication. She was formerly senior vice president of corporate communications for Nuveen Investments.

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