Before reading this article, ask yourself ‚Äì
Sometimes you are so busy trying to grow your business that you may forget the people who got you where you are today. You may think, ‚ÄúI just don‚Äôt have the money to give them right now,‚Äù but money is not everything. People thrive on praise and recognition. Let them know how much you appreciate all they‚Äôve done by telling them so‚Äîoften. When was the last time you said, ‚ÄúYou are valued here, and I appreciate you.‚Äù It means so much and instills even more pride and loyalty.
When you need people to step up, offer a challenge. Let them know how important it is, and then reward them for accomplishing the challenge.
Another way to show your appreciation is by surprising your employees with an occasional incentive: a day off, tickets to the theatre, or a gift card to their favorite coffee shop.
Are you leading with your heart? Do you have ‚Äúdead weight‚Äù on your staff simply because you don‚Äôt want the unpleasant task of firing them?
This is YOUR business, and you‚Äôve hired them to perform certain tasks and deliver results. How do you measure if someone is not performing? What actions are you willing to take? Have you taken steps to put the responsibility on the poor employee to improve?
How have you communicated your concerns with them? Your employee may not realize they‚Äôre doing an inferior job without the proper feedback. In your opinion, do you feel they have potential and desire to improve? Are you willing to work with them? If so, then you will need to map out a plan and work together to set goals with specific deadlines. Can you determine the milestones and also the consequences if those are not met?
Ask yourself if you feel the time invested in the employee in the past warrants additional time for training and coaching. Would moving the employee to a ‚Äúdifferent seat on the bus‚Äù be more suitable to their skills and what they do best? Regardless of the steps you take, hold them accountable to the goals set.
If the conclusion is they are not a proper fit for your organization, don‚Äôt shy away from releasing this non-performing employee. Please keep in mind that this is your business and you are doing what it takes to improve your ‘bottom line.’ Having trouble making that decision? Force yourself to put $50 into a complaint jar each time you have a complaint about someone who needs to be fired. On a periodic basis, evaluate your complaint jar and fire the worst 10 percent. Who cost you the most in poor performance (poor sales results, missed deadlines, poor customer relations, sleepless nights, etc.). Also consider those who affect your business by taking too many days off, distracting other employees by constantly complaining, or having a poor attitude. You really need everyone to be onboard in order to grow.
Finally ask yourself one last time if you are in the business to rehabilitate, retrain, or rid yourself of poor performers. There are costs and benefits to each action. If you struggle with making this decision about your employees or have sleepless nights worrying about your decision, then contact me.
Email me for a free employee evaluation ‚Äúassessment‚Äù form along with an employee cost calculator.