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How to Turn around Problem Performance in Five Questions or Less

Jim Bolton

February 16, 2011

"Underperformers suck. They suck the productivity out of a team or organization. They suck the morale out of your high performers. [...] That begs a question that is central to this manifesto: What are underperformers costing you? How much time do you spend reacting to problems related to underperformance? Think of the things you could do with that time if you could only get it back. There's the bait, now here's the switch. It's easy to condemn underperformers for stealing your time and contributing to the ills listed above, and they do own their share of the blame. But here's the hard truth: you do too. As a manager your job is to enable your people to achieve their performance goals. If they're not then you're underperforming in this critical area of your job. It's not really your fault that you're in this situation; managers aren't often taught how to address performance problems in people. But that's no excuse to let the status quo ride. You're doing a disservice to yourself, your team, and even the underperformer by not taking action."

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