Q: Two of the people on my staff routinely miss their deliverable dates, unless I remind them repeatedly. This is a waste of my time, and it’s damaging to the operation. I need to resolve it. ACE Advises: You’re taking responsibility for their behavior, and the problem will continue as long as they know you’ll […]
Q: Two of the people on my staff routinely miss their deliverable dates, unless I remind them repeatedly. This is a waste of my time, and it's damaging to the operation. I need to resolve it.
ACE Advises: You're taking responsibility for their behavior, and the problem will continue as long as they know you'll take care of it for them.
Instead of nagging, have a private, candid talk with each of them. Make sure they understand that meeting deadlines is part of the job description. Then bluntly ask each of them what they intend to do to straighten out their behavior.
It will not be unusual for them to blame you, the situation or some other person or factor. Don't get drawn into that. Don't argue. Bring the conversation back to the sole focus on their behavior. This is about professionalism. Obviously, if something else actually does need to be changed, fix it.
After that talk, make sure each assignment is clearly understood, including deliverable date, and that the staffer has taken personal responsibility for accomplishing it. So, after you have explained what is to be done, require the person to describe to you what he/she intends to do. If necessary, give the person time to develop and write a plan.
Hearing the words come out one's mouth, or especially preparing a written plan, has a powerful effect on intent. And the manager, hearing or seeing the person's intent, can head off misunderstanding.
Overall, encourage communication from staff people, and be available when they have questions or problems.
Ultimately, if none of this works, it's time to put the non-performer on notice.
