How Managers Should Respond When Employees Don't Deliver
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As a manager, few situations are as challenging as dealing with employees who aren't meeting expectations. It's a delicate balance of maintaining team performance, supporting individual growth, and navigating the complex emotions that often arise in these situations.
Why is this so tricky
Addressing underperformance is fraught with potential pitfalls. Managers must consider:
The diverse root causes of poor performance
The need to balance empathy with accountability
The potential impact on team morale
Legal and HR considerations
Time and resource constraints
The risk of damaging working relationships
Given these challenges, managers need a structured approach to guide their actions. This is where the GROW framework comes in.
Introducing the GROW Framework
GROW is an acronym standing for Goal, Reality, Options, and Will (or Way Forward). This coaching model, developed in the 1980s, provides a simple yet powerful structure for problem-solving and goal-setting.
Why GROW is Appropriate for Addressing Underperformance
The GROW framework is particularly well-suited for dealing with performance issues because it:
Promotes open dialogue
Focuses on solutions rather than blame
Involves the employee in the process, increasing buy-in
Provides a clear, step-by-step approach
Balances support with accountability
How to Use GROW When Employees Don't Deliver
Let's break down each step of the GROW framework and how to apply it:
Goal
Start by clearly defining the expected performance. What should the employee be achieving? Be specific and ensure the goal is SMART (Specific, Measurable, Achievable, Relevant, Time-bound).
Example: "The goal is for you to complete 15 customer service calls per day with a satisfaction rating of at least 4 out of 5."
Reality
Assess the current situation objectively. What is the employee actually achieving? Gather concrete data and examples.
Example: "Over the past month, you've averaged 10 calls per day with a satisfaction rating of 3.5."
Options
Explore potential solutions. Encourage the employee to suggest ideas first, then offer your own. Consider various approaches such as additional training, mentoring, or adjusting workload.
Example: "What do you think could help you increase your call volume and satisfaction ratings? Would additional training on our new software be helpful?"
Will (Way Forward)
Develop an action plan with specific steps, timelines, and ways to measure progress. Ensure the employee commits to the plan.
Example: "Let's agree that you'll complete our advanced customer service training by the end of next week. We'll then set a goal to increase to 12 calls per day for the following week, then 15 the week after. We'll meet weekly to review progress."
Implementing GROW in Practice
To make the most of this framework:
Prepare thoroughly before the meeting
Create a supportive environment for open discussion
Listen actively and ask probing questions
Document the discussion and agreements
Follow up regularly to monitor progress
Be prepared to adjust the plan if needed
Recognize and reinforce improvements
Remember, the goal isn't just to solve the immediate performance issue, but to develop the employee's skills and confidence for long-term success.
Sample Dialogue
Sarah: "Tom, thanks for meeting with me. I wanted to discuss your recent project deliverables. Is now a good time?"
Tom: "Sure, what's on your mind?"
Sarah: "I'd like to talk about the monthly reports you've been submitting. Let's start by clarifying our expectations. Can you tell me what you understand the goal to be for these reports?"
Tom: "Well, I'm supposed to submit a comprehensive report on our team's performance metrics by the 5th of each month."
Sarah: "That's right. To be more specific, the goal is to submit a fully accurate report, with all key metrics included, by the 5th of each month. Now, let's look at the current reality. In the past three months, what has been happening with these reports?"
Tom: (hesitating) "I know I've been a bit late with them..."
Sarah: "I appreciate your honesty. According to my records, the reports for the last three months were submitted on the 8th, 10th, and 12th respectively. Additionally, there were some data inconsistencies that required corrections. Can you tell me more about what's been going on?"
Tom: "To be honest, I've been struggling to gather all the data in time. Some departments are slow in providing their numbers, and I'm not always sure how to interpret some of the metrics."
Sarah: "I see. Thank you for explaining that. Now, let's explore some options. What do you think could help you submit these reports on time and with greater accuracy?"
Tom: "Well, maybe if I had a clearer template for the report, that might help. And if there was a way to get the other departments to provide their data earlier..."
Sarah: "Those are good suggestions. What if we also arranged some additional training on data analysis and interpretation? And perhaps we could set up a system to start gathering data throughout the month rather than waiting until the end?"
Tom: "Yes, those ideas sound helpful."
Sarah: "Great. Now, let's talk about the way forward. I propose the following action plan: First, I'll work with you to create a clearer template for the report this week. Second, we'll schedule you for a data analysis workshop next month. Third, you'll start reaching out to other departments for their data by the 25th of each month. How does that sound?"
Tom: "That sounds doable. I think it will really help me get these reports done on time and accurately."
Sarah: "Excellent. Let's also agree to meet weekly for the next month to check on your progress and address any challenges. Our goal is to have the next report submitted on time and without errors. Are you committed to this plan?"
Tom: "Yes, I am. Thank you for helping me work through this."
Sarah: "You're welcome, Tom. I'm here to support you. Let's schedule our first check-in for next week. Is there anything else you'd like to discuss?"
Tom: "No, I think we've covered everything. I'm looking forward to improving on this."
Sarah: "Great attitude, Tom. I'm confident we'll see improvement. Let's wrap up here and I'll send you a summary of our discussion and action plan."
Conclusion
While addressing employee underperformance will never be easy, the GROW framework provides managers with a structured, positive approach to this challenge. By focusing on clear goals, honest assessment, collaborative problem-solving, and committed action, managers can turn these tricky situations into opportunities for growth and improvement.
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