How to Address the Performance Hiccup of a High Performer
In The Surprising Secret to Great Team Results, the leadership fable I co-authored, procurement specialist, Uma Obande, drops the ball at a crucial moment in the implementation of a high profile project. Her fellow team members initially cover for her, but Jack Marshall, the senior leader who had carefully assembled the project team, knows something's up. Uma was selected for the team because of her high performance.
In my experience, high performers have a hard time recognizing their performance flaws. They usually thrive in and have embraced pressure as a friend. They want to maintain their performance track record no matter what else is going on in their life. They also hesitate to ask for help.
As a leader, you may want to overlook the impact of a high performer's performance hiccup. Especially if he or she is able to get back on track quickly. That would be a mistake. Why? Because a singular hiccup may well be a sign of something bigger going on. Something, that if left unacknowledged, could result in further performance slips and project disruption.
So what steps should you take when you observe a performance hiccup?
Take note of the hiccup
When you observe a hiccup, make a mental note that your high performer is sending a signal that something's up with them.
Meet privately with the high performer
With empathy and compassion, acknowledge what happened, note that the performance is out of character for them and express genuine curiosity about what might be going on. When you learn what's going on, offer appropriate assistance.
Create an Accountability Opportunity
This step is often overlooked by leaders. When you learn what's behind the performance hiccup, your tendency may be to let the high performer off the hook. Doing so, however, could actually erode trust between the high performer and the rest of the team.
In The Surprising Secret to Great Team Results, Jack meets privately with Uma and discovers that her young son is having major health issues. Uma also admits her team mate has been covering for her and that they both stayed silent about a problem when they should have spoken up.
Jack expresses great empathy and demonstrates his compassion by suggesting resources to assist with her son. He then creates an accountability opportunity. Here's how he does it:
Jack turned to Uma and said, "Uma, I know this may be difficult, but I'd like you to think about how you want to communicate with the team what you've just told me. It's important that you be accountable to the team in order to maintain the trust that you've built with them."
And here's the result:
"Yes, Jack, I agree," Uma said. "Could you give me a day or two to think about how to share it with the team?" Jack said, "Of course, Uma." Uma left Jack's office feeling both relieved and hopeful."
No matter the reason for the performance hiccup, as a leader, it's your responsibility to the address the issue with compassion AND an accountability opportunity. Do this effectively and your high performer will be back on track and you'll have bolstered trust between and among your team.
Click here to purchase a copy of The Surprising Secret to Great Results.
About the Author
Gayle Ely is a Leadership Coach, Trainer and Facilitator who believes Passionate Leadership can change the world. She works with business and non-profit leaders and service entrepreneurs to help them perform more effectively so they and their businesses can thrive.
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