Functionality and behaviour management is definitely the most difficult aspect of any manager’s job and the unwillingness to ‘grasp the nettle’ when performance or behavior issues emerge an important event matter in many organisations. Nevertheless at the end of the day that is actually managers are paid to do and not doing so will surely affect service, team morale, sales and in the end the results. Alexander Ibrahim Jenkins
How come does this reluctance can be found, why do so many mangers back away from confrontation? The issues and difficulties that need to be overcome are many and the common reasons and ‘excuses’ for not accomplishing this are as follows:
It is Risky – There is a worry at the back of the manager’s mind that discussions could turn into heated quarrels and that they may open themselves up for harassment or bullying claims. There is also a concern that team meaningful and motivation may be damaged by tackling an under-performer and that the team may even convert against the manager.
This is Complicated and Difficult- Performance and behaviour management is not straight frontward, it is very almost never clear cut or dark-colored and white. It is ‘grey area’ stuff and often involves opinions, awareness and subjectivity. As operators feel they cannot assess and then justify their concerns plainly enough they do not make an attempt to do so.
It is Hard Work and Time Eating – Many managers feel they do not have the a chance to sort away under-performers and that it is low on the priority list. “It is not worth the hassle” is a common brief review to be heard.
Refusal – Many managers are either blind to the fact that a person is under-performing or performing unacceptably or they just do not see it is a serious enough issue to talk about. There are even operators who assume that it is not their job to tackle performance and conduct issues which some day, someone will come along and do it for them.
A lot of the aforementioned items tend to be standard excuses rather than reasons but there are a quantity of essential points that need to be considered into consideration:
Insufficient Schooling – No new supervisor has any previous experience of performance and behavior issues when they copy to a manager role the first time. New managers often inherit performance or behavior issues from the earlier manager but are not given relevant practicing tackling these issues from the attack. Giving managers basic career law training and the company procedures to read is not the ‘practical’ training they need and is certainly insufficient on its own. All professionals desire a thorough grounding in the performance management tools and practice in their use. Job specs, probationary periods, reviews, counselling periods, appraisals and the disciplinary procedures are all useful performance and behaviour tools when used effectively and at the right time. Yet this essential training is not made on someone’s appointment, often it is manufactured later in their careers when much destruction has been done.
Braveness and Confidence – Performing something risky, difficult and complicated requires both bravery and confidence. Unfortunately many branch managers lack both. Whether or not managers are given the knowledge and skill to tackle performance or behaviour issues, they do not do so without these essential qualities.
The problems and challenges are undoubtedly great and many may see the issue as un-resolvable however there is someone accessible to branch managers who can make them defeat many of the problems and challenges and that someone is their supervisor the Area Manager.
Advice, Coaching and Support
The area manger is the sole person who can guide, coach and support branch managers in the addressing of performance or behaviour issues. They can un-complicate the issues that help managers build a strong advantages of delivering to an employee. The region manager can also ensure that the manager reduce the risk of nuisance or bullying claims making sure the project the correct procedures are being used and the managers say the right things in the accurate way.
More importantly a good area manager will ‘encourage’ and give the manager essential confidence. The area manager is the only one who can do this but sadly in many instances this is not happening and by not doing so area managers are instinctively (or consciously) influencing a reluctance to tackle performance or behaviour issues within their branches.