ADDRESSING PERFORMANCE ISSUES
Very rarely does anyone enjoy addressing performance issues. It would be great if everyone we lead always worked hard, never made mistakes, and always had a positive attitude. But the reality is that no one is perfect and at some point we will have to address a team member's performance issues. Some leaders are afraid of those moments and often times fail to provide feedback that is beneficial and other leaders may use these moments to criticize others and build their own self ego. However, with the right formula, you can address performance in a way that leaves your team feeling honored, valued, and challenged to improve their performance.
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Think through the following questions:
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Do you get nervous or find it difficult to address a team member's performance? If so, what makes it challenging for you?
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Do you view providing feedback and addressing performance issues as actually being caring and supportive to someone? Could you actually be doing them harm and a disservice by not addressing their performance issues?
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Who else suffers when we fail to address performance issues? The team, the guests, the business or even ourselves?
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Addressing performance issues doesn't need to be difficult. By following the ESRC model, you can ensure that your team feels valued and is best equipped to change their behaviors. It starts by first setting the correct expectations for them in the business. Make sure they know what is being expected out of their performance. Then you want to make sure they have the skills and resources needed to meet the expectations that you have given them. Once you have ensured they know the expectations and have the skills and resources they need to perform, then if their performance doesn't improve you can address the consequences for their actions. By following this process it helps to eliminate many excuses that may arise for poor performance and helps you to feel confident that you are doing everything in your ability to help others succeed.
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Think through the following questions:
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Do you feel like your team has a clear understanding of the expectations that you have for them? Are there maybe moments you have held others to a standard you have not first clearly defined?
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Do you ensure that your team has the skills and resources they need to perform to the expectations you have set for them? How can you personally help provide them the training or resources they need to succeed? Can you advocate on their behalf for additional resources and training?
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Are you quick to jump to consequences in the business for poor performance? Or do you sometimes stray away from consequences because you feel like they are too harsh? How can setting expectations, skills, and resources beforehand help you apply consequences for performance issues?
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TAKE ACTION
Addressing performance issues is a crucial part of our business. It is important to our guests in ensuring they are receiving the best service possible. It is important to the team because it builds their confidence that you are doing everything to ensure they have a culture of excellence and a reliable team they can count on. But most importantly, it is important to the team member who is struggling with their performance. It is honoring their time and growth as an individual and giving them the best opportunity to develop through their circumstances. Try to implement some of the ESRC model when evaluating performance over the next month and see how it might possibly improve your coaching as a leader.
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Identify a team member who you have been having some challenges with their performance. Take time to sit down with them and explain to them what you are observing and clearly define your expectations for them in their role. Make sure they are able to repeat to you the expectations you have set forth for them.
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Ask the team member if they have the proper resources and skills necessary to complete the role. If not, see if you can get them paired with the right people to get the adequate training or resources they need. If there is bigger resources needed through the business, reach out to a Director to ensure that those resources are addressed in a timely manner.
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Finally, continue to check in with team member to ensure their performance is improving. If not, then work with your Talent Director to ensure that the proper consequences are agreed upon. Complete the Leadership Documentation Form below and work with the Talent Director to communicate consequences with team member if performance were to not improve.
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CHARACTERISTICS OF MASTERY
Leans into ​performance conversations as an opportunity to grow and develop others; is able to clearly articulate expectations of team and individuals; proactively seeks out the resources and training to ensure team is set up for success; provides transparent and constructive feedback in a way that honors others; can clearly communicate consequences for poor performance and follow through to hold team members accountable for performance.
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ADDITIONAL RESOURCES​
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