Tolerating Bad Employees Out of Fear?

Depending on your industry, it is really tough to hire good employees right now. But are you letting your fear of losing a mediocre employee keep you from having direct conversations about performance?

This question comes up far too often in my coaching conversations. Here’s an example of how this type of conversation goes:

Client:    “Beth, I have this employee whose affect and temperament are impacting the whole team. People have really had it. As have I. But trying to fill that position is nearly impossible right now."

Me: “I hear you say that this employee’s behavior is impacting others on your team”

Client: “That’s right. And with the unemployment rate so low, hiring someone with the same level of experience is next to impossible. Otherwise, they’d be out the door."

Me: “Hmm. Fascinating. So tell me some of the ways that this person’s behavior impacts others.” 

Client: “Well, they refuse to collaborate with people who they don’t like. They were passed over for a promotion a few years ago because they didn’t have the skill set needed for the job. But since then, they’ve operated with a chip on their shoulder. Some of our newer staff say they are intimidated to even ask this person a question."

Me: “That’s a lot. How does it impact team work?”

Client: “Team work? In some regards, teamwork feels impossible. I avoid putting this person on group projects because frankly, it causes me headaches to listen to everyone else complain about them."

Me: “How does teamwork benefit the goals of your organization?”

Client: “Teamwork is essential for our success. We are a small organization and it’s all hands on deck. I have several people who are working on initiatives in teams that are doing really well."

Me: “Oh. So, this person has a negative attitude, refuses to work with certain people directly, and is not on any teams, even though teamwork is essential for organizational success?”

Client: “I see where you are going here."

Me: “I have a question for you. You presented the challenge as being a choice between keeping them on staff and tolerating behaviors that don’t serve the good of the whole or firing them. What is a third option?”

Client: “I guess I could have a direct conversation about how their behaviors are negatively impacting the ability for us to do the work we need to do. But I can’t stand conflict. It is so uncomfortable for me."

Me: “I hear that conflict is uncomfortable for you. But my question is, what is more uncomfortable? A few minutes of a difficult conversation or the few years you’ve been upset about this employee’s behavior and how it impacts the business?”

The reason I wrote the “Mastering Feedback” book is because I have had so many conversations just like this one.

There are many leaders who are so uncomfortable having direct conversations with employees about negative behaviors that they end up tolerating drama, chaos and churn on the entire staff for years. And it doesn't have to be that way.

I know from experience that following my 4-step process can transform the feedback experience and make a positive impact on your team.

How would the performance of your business be transformed if you had a culture of feedback?

Have you read “Mastering Feedback”? Now might just be the time to do so!