Be clear. It’s your responsibility to be crystal clear about what you consider to be “effective.” Make it as objective as possible, and make sure that the staff member understand this definition as well.
Provide coaching. It’s not right to give up on someone until you’ve done as much as possible to help him succeed. That generally means spending extra time to coach him in areas where his performance is falling short.
Consider alternatives. If it becomes clear that the staff member can’t meet expectations, consider ways to reshape the job to fit her gifts or move her into a different role. This is especially important for staff members who are long-tenured or who have deep relational ties within the organization.
Don’t go solo. If it appears that harsher steps will be necessary (disciplinary action or termination), work closely with the personnel committee or other appropriate governance group. Their understanding and support could be critical in the future.
Don’t ignore. Some leaders think that their hands are tied when an ineffective staff member is beloved, so they just ignore the issue. But this isn’t just an individual problem. In addition to the direct impact, ignoring the issue may lead other staff members to slack off, or it may eventually result in an outburst by a leader who finally reaches the end of his rope.
A final thought. You need to love this staff member as well, but love doesn’t mean letting them remain stuck in mediocrity.
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Mike
Mike: I think you wrote this for me. This is such practical advice and I will use it moving forward. Thanks for sharing.
Thanks, Brian. Glad that it’s helpful.