Consequences that work….

One area of frequent discussion in coaching sessions is that of ‘consequences’. If an individual is not performing, what consequences can be imposed and enforced to help bring their performance back on track.

Personally, I like to keep things simple on the consequences front, because if you recruit people who are aligned with your values, and you have a clear culture of performance and accountability, consequences will need to be applied only rarely. I recommend the use the four steps below. Then, if a team member continues to struggle, set a thirty-, sixty-, or ninety—day coaching/correction period (whatever you choose to call it). If that doesn’t work, I recommend helping the employee transition out of the company.

Here are standard consequences I’ve found to work well when a team member doesn’t keep commitments:

  1. First miss: Ask, “Are you okay?” Maybe your team member is dealing with a personal life disaster, and their life has been turned upside down. If the answers yes, then remind them how essential accountability is to the culture and to you trusting them. If the answers no, and they are not okay, work with them as best you can to help them through this personal crisis. Lightening their workload may be required.
  2. Second miss: Ask, “Do you have too much work?” If so, help lighten their workload. If not, stress how crucial accountability is to trust and ask how they will ensure they are accountable in the future.
  3. Third miss: Ask, “Is your role too big?” It appears that their role is too demanding for their ability. It may now be time to discuss if they are in the right role and if they need to move to a reduced role, shift to flex time, or some other option to ensure you get the performance they had promised. At this stage you may want to bring Human Resources into the conversation.
  4. Fourth miss: Ask, “Do you really want to Work here?” Their behaviour is showing that they don’t. That’s okay. Just have a blunt conversation about the situation so that everyone’s needs can be met. If they insist they want to stay at the company in their current role then design a counselling period where they must demonstrate and maintain improved performance starting immediately. If the counselling period concludes and their performance isn’t improved, it’s time for a transition out of your company.

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