The So-S0 Employee



As many readers of this blog know, I am something of a softie when it comes to my employees. It has taken years for me to build up the self confidence necessary to project the right mix of manager and friend. (Mind you, I don't necessarily mean "friend" in the literal sense, but rather as a person sympathetic to the needs and goals of my employees.)



Recently, my mettle was sorely tested by a staff member who seemed in a slump. They had been extremely efficient and reliable when they first started, but over the course of their first year, something seemed to change. They lost the fire.



Mediocre employees can come in a variety of stripes. Some have a great interviewing technique and references, but a horrible work ethic. Others wind up over their head and unable to keep up due to lack of experience or ability. But when an employee starts out wonderfully and tailspins into a less satisfactory work routine, it can be painful. You know what they are capable of, and it's difficult to see them settle for less.



Worse, it can poison office morale. The slacker employee can become a leader by default, encouraging their co-workers by example. Why worry about coming in late when someone else is doing it on a regular basis?



So I had to do something about this particular staff member. They had just had their annual review and gotten a decent increase in salary. We had discussed weak spots and areas of concern, and I thought by offering a raise above cost-of-living, I'd sent a positive message for change. Unfortunately, the employee seemed to treat it as incentve to do even less, likely since the next review wouldn't be coming anytime soon.



The first thing I did to assess the situation was examine my own behavior as manager. I had allowed some sloppy mistakes by this employee because they were having a tough time in their personal life. I also looked the other way when they were tardy consistently. Clearly, I was enabling her habits.



I called her into my office and told her enough was enough. That she was to be in work on time and that if her carelessness continued, there would be consequences. I then asked her why she was continuing to slip. What was her perception of the problem?



She wound up pooring her heart out about her personal problems. It was like a floodgate had been lifted. I listened patiently and sympathetically, but I ended our meeting by telling her that while I completely understood what she was going through, she would have to step up and do her job. I gave her some concrete goals for improvement, and since then she has made great strides. She also apologized to some of her co-workers, who were relieved that the problem was out in the open. Morale in the office has never been better.



There's a part of me that feels for anyone who works for me, and cares deeply about what they're going through. I think that is partially my strength as a manager. It's knowing the boundaries for that kind of empathy that make me an effective professional. It can seem like a fine line sometimes, but I pride myself on knowing the difference.



Of course, I'd love to hear your opinion. How do you motivate mediocre employees? Do you have a zero tolerance policy for such behavior? I'd love to hear from you!