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Feedback Can Be Dangerous

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Good leaders never criticize. It is just too dangerous. Instead, they know how and when to teach and are careful to never miss a teaching opportunity.

The key here is in understanding the nature of the teaching opportunities. I am not referring to training needs prompted by team members’ needing skills they do not have or enhancements of existing skills. This type of training is normal and expected for all team members.

The most common prompt for these types of teaching opportunities stems from an inadequacy in work or work performance. The team member is just not up to the expected level in one or more areas. Dealing with this is fairly easy. Simply sit with the team member to discuss the inadequacies and to develop a mutually agreed on plan for correcting them. This may mean more training, more attention to detail, connecting with a mentor, or anything else getting the valued team member from here to there.

Set specific dates for activities, for evaluation of progress, as well as for having the deficiency corrected. As you can see, it is simply another application of a proactive leader’s usual problem solving strategy.

The more serious challenge comes when the team member either cannot or will not do what is expected or continues unacceptable behavior after having been warned.

First, there must not be any delay. It is unfair to the member to put off confronting the issue. Further, avoiding doing what needs done gives the member the impression there is no problem. Do today’s business today, even if it is uncomfortable or potentially unpleasant. If you need additional incentive, the task will become even more uncomfortable and unpleasant if you postpone it till tomorrow.

When you do confront the issue, I have a suggestion. Say, My problem is this.

Be quite specific.

You either will not or cannot do what I expect. If you can’t, we will talk about that. If you will not, there is nothing to discuss further. You cannot remain on the team. Is it can’t or won’t?

If the team member feels capable, develop a plan to correct the problem. If the member feels incapable, reassign the team member to other responsibilities, if possible. If the member has to leave the team, make the arrangements to do that, giving as much consideration to the individual’s needs and circumstances as you can. You are still dealing with a valued person, even though team membership is terminated. People in this situation are entitled to the same level of humanity and respectful treatment as they received while they were being recruited for the team. The excellence basics still apply every day, every time, with everyone, no exceptions, no excuses.