| I was talking with first-line supervisors in | | | | is to improve performance," he says. "Though |
| a utility company about how to deal with poor | | | | I do write on the first page, 'If the |
| performing employees."You've gotta put the | | | | objectives are not met, further actions, |
| screws to him!" suggested one supervisor to | | | | including dismissal, can be taken.'"He |
| his colleague who was having trouble managing | | | | sometimes combines Improvement Plans with the |
| one particular poor performer."I've put so | | | | force-ranking of all his leaders into a 20/60 |
| many screws to him he's dead weight!" the | | | | 20 continuum. The bottom 20 percent get the |
| supervisor replied.We all knew what "putting | | | | Plan. He says, "My objective is to have the |
| the screws to him" meant -- using rewards and | | | | bottom 20 percent be indispensable |
| punishments to force change in behavior.The | | | | leaders."Mind you, in developing a 90-day |
| trouble is, rewards and punishments are the | | | | Improvement Plan, keep Aesop's fable in mind |
| least effective ways of dealing with poor | | | | and seek not compliance but commitment. The |
| performers. That's because poor performers | | | | Improvement Plan must not be imposed from |
| are usually smart, motivated, and tenacious | | | | without but agreed upon. Here is a four-step |
| -- when it comes to poor performing.To change | | | | process to do that.First, all parties must |
| the behavior of poor performers, avoid the | | | | agree to develop a 90-Day Improvement Plan. |
| outside-in approach of rewards and | | | | If people are forced to do it, it won't work |
| punishments and cultivate an inside-out | | | | as it should.Second, ask the poor performers |
| approach.Aesop understood that. There is the | | | | to describe what should be in it. Remember, |
| Aesop's fable of the wind and sun competing | | | | you can veto any suggestions. However, it is |
| to see who can remove a coat from a man. The | | | | best if its key components come from the |
| wind tries to blow the coat off, but the man | | | | other people. Only after they have run out |
| clutches it tightly to his body. Then the sun | | | | of suggestions do you incorporate |
| grows hotter, and the man, perspiring heavily | | | | yours.Third, develop the Plan together, and |
| and getting hotter and hotter, gladly rips | | | | agree on its action steps.Fourth, implement |
| the coat off.The leadership lesson is clear: | | | | it. Have weekly or bi-weekly meetings to |
| You can bluster and blow to get somebody to | | | | insure the Plan is being carried out.If the |
| accomplish a task, but that's not as | | | | Plan is forced upon someone, it becomes just |
| effective as setting up a situation in which | | | | another screw, another imposed reward/ |
| the person gladly does it.Here is a way to | | | | punishment. However, if it is put together |
| deal with poor performers using Aesop's | | | | with mutual consent, indeed with mutual |
| lesson: the 90-Day Improvement Plan. A | | | | enthusiasm, it becomes the screw driver by |
| business leader tells me that he uses such | | | | which poor performers may very well gladly |
| plans as tools for change. Each plan is | | | | put the screws into themselves.2005 © The |
| comprised of two pages: the first page | | | | Filson Leadership Group, Inc. All rights |
| pointing out that the individual must improve | | | | reserved.PERMISSION TO REPUBLISH: This |
| and the second page detailing the precise | | | | article may be republished in newsletters and |
| ways that improvement must take place."Be | | | | on web sites provided attribution is provided |
| specific about improvement," he says. "For | | | | to the author, and it appears with the |
| instance, one leader I gave an Improvement | | | | included copyright, resource box and live web |
| Plan to was very bright but was not getting | | | | site link. Email notice of intent to publish |
| results. He tended to deal with future, | | | | is appreciated but not required: mail to: The |
| strategic issues; whereas our business wants | | | | author of 23 books, Brent Filson's recent |
| results now, preferably yesterday. We | | | | books are, THE LEADERSHIP TALK: THE GREATEST |
| identified specific ways he could improve his | | | | LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT |
| performance in getting results, such as | | | | LEADERSHIP TALKS. He is founder and |
| precise calls to make and exact, | | | | president of The Filson Leadership Group, |
| quick-closing targets to pursue."The | | | | Inc. - and for more than 20 years has been |
| objective of 90-Day Improvement Plans should | | | | helping leaders of top companies worldwide |
| not be to get rid of people. "Their objective | | | | get audacious results. |