Category Archives: Leadership
You have an employee who is not performing up to standards. Now you have a decision to make, whether or not to let them go.
This decision point tends to be a watershed moment for the leader as much, and perhaps more so, than for the employee in question.
When a situation like this arises, the leader does not have a default binary “Should they stay or should they go?” choice, but a different choice that can transform a culture and ensure your leadership – and the future of the employee – pays greater dividends all around.
That choice should be:
Decide To Groom Them Before You Broom Them.
If you were to search for the top reasons for employee turnover you will find every study points to one of these reasons in their list:
- Lack of Growth Opportunities
- No Talent Development
- No Vision
- No Connection to the Culture
- Employees Feel Stuck
- No Enough or Proper Training
Employee turnover is not just voluntary, initiated by the staff member. Involuntary reasons such as lay offs and especially termination define what turnover consists of as well. This means as leaders we cannot turn a blind eye to either one of these, because how we train and provide deeper meaning to our people impacts whether staff leave on their terms, or on other terms.
When a leader is faced with the decision to fire someone, they should ask questions along these lines to themselves first:
- Did we give the employee consistent view of the vision of the company?
- Have we connected as an organization to the individual, making them feel valued?
- Have we listened to their voice, and taking their feedback for us to improve?
- Did we show them everything they need to do their job?
- Did we understand their individual learning needs, and not just try to move them up the productivity chart when their learning curve was slower?
- Are the tools they need to accomplish their job working?
- Are the systems they use too complex?
- Do other employees complain about the same issues this person seems to be struggling with?
- Are they willing to learn and are committed to our culture?
- Did we just train them once and assume full competence?
- Did we continue training and development every day to ensure they – and all staff – continue to improve at their jobs?
Many years ago I had a team of supervisors approach me that a certain individual was not performing to standards after 5 weeks on the job. They suggested that I look to let her go.
My response to them were the following questions:
- “Did you show her everything she needs to do her job?” (Their answer – “yes we did”)
- “Did you truly show her EVERYTHING?” (Their new answer – “well, not really”)
- “Did you see if she needed help on anything you showed her? Did you spend extra time after her initial onboarding to help her understand everything?” (Answer – “no, not really”)
- “Do you think she learns slower than others?” (They replied – “yes”)
- “What are her best traits?” (They said “pleasant, punctual, clean, doesn’t stand around”)
- “Is she willing to learn or does she give you attitude?” (Their answer – “she listens well and seems eager”)
By this time they got what I was saying. they agreed to double down on her training, give her some time to learn, and keep pouring attention into her development.
4 weeks later the supervisor team came back to me and told me what a great job this employee was doing, and that she is starting to stand out as one of the better employees.
I then replied “And we were ready to let her go. What did we learn?” They learned that it was better to ensure we groomed our team before we decided to broom them out.
There are far more times people leave due to our failings as leaders than we realize. Grooming your people must take priority to ensure the role is understood, executed, and aligned with your culture.
The resulting outcomes speak for themselves. If an employee needs to leave involuntarily, then we know we did everything on our end to provide necessary training and can be protected in that decision. If they leave voluntarily, then most likely it’s because they found a great opportunity and are leaving a good culture and role for a better fit for them.
And if they don’t leave but stay with your organization you have benefited by becoming an employer of choice and are giving your people those things they need and want in the workplace.
Groom before you think to broom.
My response on Quora to the question:
I’ve seen a lot of leaders and overwhelmingly they all have these following traits in common:
A leader who is visionary is not only someone who can see the future, they are also someone who can project that future to others. They’re able to get things people thinking and dreaming of the possibilities before them and how to cast that vision out so that their people will be inspired to go after that vision.
Inspiring leader ship also needs to be positive. Even in the midst of challenges that no doubt will happen positive leaders are the ones that help people rise to the occasion and persevere. Their hopefulness becomes infectious to others and a group of people who are for the most part positive will always rise above a more talented team that are pessimistic in their culture.
A leader who is not self-aware will not inspire others to make sacrifices or overcome obstacles, especially as they create a toxic environment. If a leader is not aware of how they create fear or are not positive and they don’t take the steps to correct these, then they will cease to be an inspiration and lead their team effectively.
Much of our leadership is given to ensure our customers have the best CX – customer experience – or if you are in the tech industry, the best UX – user experience.
CX and UX. These symbols of experience are some of the core metrics and focuses that organizations hone in on to ensure they are meeting both differentiation and success in delivering the best experience to their external customers.
Yet how many of us are measuring what our internal customers – your staff – are experiencing?
In other words, how many of your employees are having the best LX – Leadership Experience?
While not in vogue as before, the term internal customers is used purposefully here to leverage what LX means.
Leaders are to provide cultures that deliver and serve their external customers a quality experience. However, many of those same leaders fail to give the same level of culture and service to their internal customers, their employees and teams.
That’s where Leadership Experience (LX) emerges. It’s the intersection of the relationship between employees and leaders, and the process of enhancing that working and cultural relationship within the organization.
This is not a new concept, as there are already LX conferences and courses that have been underway for a couple of years. But to better promote functional and synergistic workplaces, attract better talent, and feed the CX and UX experiences for your customers, LX should be at this time more of a core mindset to adopt to your own circumstances.
Just like the customer or user experiences, the leadership experience you generate is not a cookie-cutter plug-and-play process. It’s defined by the behaviors, skills, and relationships that comprise your teams as well as meet the needs, not only for improving morale and performance, but for strengthening a culture that becomes healthy, beneficial to all, and successful in its goals.
A great LX is not just a blanket program or one-size fits all culture. It is made up of the balanced blend of your cultural leadership approach to meet the needs of the organization as a whole as well as being able to meet every individuals’ needs as well. Think of a hotel that has a service culture that meets the needs of their guests but allows for individual needs to be met because of a particular guests schedule, accommodations, accessibility, dietary needs, and so on. Their CX is what each guest perceives it to be. Your LX is what each of your people perceives it to be as well.
We can look around today and see the poor LX that many workplaces have – pro sports teams, businesses, municipal departments, non-profit organizations, and even political organizations. Just a casual perusal of many of these mentioned gives cause to ponder what a great LX can do for any of those organizations. We can all imagine examples of these entities and how they could be transformed with a better leadership experience.
Yet it starts with you and me, where we are, and the sphere we influence in our current roles.
How can you provide the best LX in your world, right now, today?
Let’s ponder what your organization’s LX journey will be, and where it can impact in how others experience your leadership.