How to Overcome Resistance from a Stonewalling or Uncooperative Employee After a Poor Performance Review
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Receiving a poor performance review can be a challenging experience for any employee. It often triggers a range of emotions, from frustration to disappointment, and even defensiveness. This emotional response can lead to resistance or stonewalling—where the employee becomes uncooperative or withdraws from meaningful dialogue. As a manager, navigating this delicate situation requires empathy, patience, and a strategic approach.
The GROW Framework: An Effective Approach
In handling resistance from a stonewalling or uncooperative employee after a poor performance review, the GROW model proves to be an invaluable tool. Originally developed for coaching purposes, GROW provides a structured framework that helps managers facilitate constructive conversations and goal-setting with their employees.
Why GROW is Appropriate for the Situation
Structured Guidance: GROW offers a clear and systematic approach to addressing performance issues. It helps managers break down the conversation into manageable steps, making it easier to navigate sensitive discussions.
Focus on Collaboration: By involving the employee in the process of setting goals and identifying solutions, GROW fosters a collaborative environment. This collaborative approach is crucial for gaining buy-in and commitment from the employee.
Emphasis on Understanding: GROW encourages managers to actively listen to the employee’s perspective. This emphasis on understanding helps build trust and rapport, essential for overcoming resistance.
How to Use the GROW Framework
1. Goals (G):
Start by revisiting the goals and expectations discussed during the performance review. Ensure clarity on what needs to be achieved and why it’s important.
Example: "John, let's revisit the goals we discussed in your performance review. Can you share your understanding of what we need to achieve in the next quarter?"
2. Reality (R):
Encourage the employee to express their viewpoint on their performance and the issues discussed in the review. Listen actively and seek to understand their perspective.
Example: "I understand you have concerns about the feedback. Could you share your perspective on what you think went wrong?"
3. Options (O):
Collaboratively brainstorm potential solutions or strategies for improvement. Involve the employee in generating actionable steps they can take to address the identified performance gaps.
Example: "Given the feedback, what are some steps we can take to improve your performance in these areas?"
4. Will (W):
Reinforce the importance of commitment to the agreed-upon actions and goals. Discuss any barriers or challenges the employee foresees and develop strategies together.
Example: "What support or resources do you think you need to achieve these goals? How can I support you in this process?"
Sample Dialogue
Manager: (Initiating the conversation)
"Hi Sarah, I appreciate you taking the time to meet with me today. I wanted to follow up on your recent performance review and discuss some areas where we can work together to improve."
Employee (Sarah):
"Yeah, sure. I mean, I got the feedback, but honestly, I don't really agree with some of it."
Manager:
"I understand that receiving feedback can be challenging, especially when it doesn’t align with our own perceptions. Let’s take a moment to go through it together and see if we can find common ground."
1. Goals (G):
Manager:
"During the review, we talked about improving your project management skills and enhancing communication within the team. How do you currently see these goals?"
Sarah:
"I think I'm doing okay with project management, but maybe I could be more proactive in keeping everyone updated."
2. Reality (R):
Manager:
"That’s insightful. From my perspective, there have been a few instances where deadlines were missed, and it seemed like there was some confusion about roles. How do you think we can bridge this gap?"
Sarah:
"I guess I could start sending out weekly progress updates and maybe clarify responsibilities more clearly from the start."
3. Options (O):
Manager:
"Those sound like great steps. What other options do you think we could explore to improve communication and ensure we meet project deadlines more consistently?"
Sarah:
"Well, maybe having a quick check-in meeting at the beginning of each week to outline priorities and address any questions could help."
4. Will (W):
Manager:
"That’s a good suggestion. It sounds like we have a solid plan in place. What support or resources do you think you’ll need from me to help you implement these changes?"
Sarah:
"I think having your support in communicating these expectations clearly to the team would be really helpful."
Manager:
"Absolutely, I can definitely do that. Let’s schedule a follow-up meeting in two weeks to see how things are progressing. I appreciate your willingness to work on this together, Sarah."
Sarah:
"Yeah, of course. Thanks for talking this through with me."
Manager:
"Thank you, Sarah. I’m confident that by working together on these action steps, we can make meaningful progress. Let’s keep the lines of communication open."
Conclusion
Navigating resistance from a stonewalling or uncooperative employee after a poor performance review demands a thoughtful and structured approach. The GROW framework provides a proven method for managers to engage effectively with their team members, fostering a collaborative environment where performance issues can be addressed constructively. By focusing on goals, reality, options, and commitment, managers can not only overcome resistance but also empower their employees to grow and succeed. This approach not only benefits individual performance but also contributes to a positive and supportive workplace culture.
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