Dealing with 'Needy Staff' Tips and Hints. Dealing with 'Needy Staff'

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1 Dealing with 'Needy Staff' All leaders at sme pint in their career cme int cntact with staff that 'challenge' them! D any f these situatins sund familiar? My team member: desn't seem t shw enugh initiative and resists taking n new tasks seems t need t shw me everything they d - like they are seeking permissin tends t bsess ver the detail and struggles t get their wrk dne in a reasnable time frame takes s much mre time t get things dne and it means ther team members are taking n mre than their fair share needs t duble check the steps in the task when they really shuld knw it already These situatins are ften symptms f a team member with a tendency twards detail / perfectinism r smene with cnfidence challenges. It is imprtant t understand what is really happening in these situatins s yu can identify ways t help get the best ut f yur team member and fr them t find ways t help themselves. And... part f this prcess f understanding shuld als invlve asking the questin : Hw may I r the rganisatin have cntributed t this situatin? Have I set my team member up fr success? Reality Check I am n track if: I clearly cmmunicate the desired utcme and my expectatins abut standards f perfrmance I seek feedback and review prgress at apprpriate, agreed checkpints Gals are regularly being delivered t the standards agreed Peple are willing t put their hand up and take n further challenges Warning signs are if: My peple are cntinually checking with me abut what I have requested The wrk isn t being cmpleted and deadlines are being missed I am regularly crrecting the final wrk I have assigned I am frequently telling peple nt just what needs t be dne, but als hw it needs t be dne What if yur team member has a tendency twards excessive detail r 'perfectinism'? A persn with high attentin t detail is an asset t the team. The gd things abut a perfectinist : they set high standards and their wrk quality reflect this they have a careful attentin t detail, s yu can rely n the accuracy f their wrk prduct they care abut their wrk, demnstrating passin, wnership and accuntability fr what they prduce and are respnsible fr A persn with this tendency can hwever nt perfrm t their ptential : they take mre time than they 'shuld' d, ften reviewing and revising their wrk multiple times, ensuring their standards and accuracy are tp ntch they are hesitant t pass n r delegate wrk, as they tend t think thers wn't d the wrk t the standard they expect they may fcus energy and attentin n details that are nt critical t the bigger picture - a particular challenge when deadlines are tight they are rarely satisfied with their wrk, feeling the need t spend an disprprtinate amunt f time t get it 'just that little bit better' (eg an extra 20% time t imprve it by 1%) they find it difficult t take cnstructive feedback, viewing 'pprtunities t imprve' as deep criticisms negatively impacting their cnfidence and self esteem Page 1 f 5

2 Practical ideas t help wrk with a clleague with an 'excessive detail' / 'perfectinism' tendency Shrt term - right nw Start by talking t them abut it hnestly and respectfully. Thank them fr the wrk they have dne, recgnising the value f their cntributin (remember self esteem may be shaky fr peple with this tendency). Then thrugh the use f key questins, help them t becme mre aware f the impact their tendency may have n csts, deadlines and / r thers in the team. Sensitively inquire abut issues that may be cntributing t their tendency. Help them t identify triggers they need t be aware f and help them t manage themselves thrugh these instances. Where are yu finding yu are spending the mst time n this piece f wrk? What are the reasns fr yu feeling the need t d this? What d yu think delaying yu frm mving frward? What ideas culd we explre t help yu mve frward? Help rle mdel a 'scarcity decisin making prcess' t use when they feel they need t spend mre time n the wrk. Fr example: On what area / issue d yu think yu need t spend mre time? What will it take t mve t the next level f accuracy r quality? Hw much better will the result be? What else needs yur attentin? (Other wrk related t this r ther wrk) Chsing between the tw, which is mst imprtant t the bigger picture? What have yu gt t lse by mving n? Hw imprtant is this t yu? Hw can yu deal with that? If yu can't spend the time yu wuld like t spend, what 'quick fix' / alternative actin will allay yur cncerns and allw yu t 'finish'? (And is this really necessary?) When starting n prjects r specific tasks, talk with them abut the big picture assciated with a particular task, prviding clarity arund the purpse and bundaries. Let them knw the areas yu wish t be cnsulted n, where they have 'freedm' and be clear abut review pints and deadlines. Help them understand the cnsequences (if any) and impact n thers f missed deadlines. When yu ntice yur team member is stalled, cmmend them n their attentin and effrt, but stress it is time t mve n. Rle mdel the 'scarcity decisin making prcess' questins abve t help them build the capability they need t build int the way they d things. Carefully cnsider hw yu prvide feedback. Be sure t prvide lts f favurable feedback as well as pprtunities t imprve. Remember, a perfectinist will fcus primarily n the things that aren't 'perfect' and may need help t prcess that feedback. Everyne struggles with balancing the need t learn + grw and the need t be accepted fr wh we are, with the latter mre f a challenge fr peple with this tendency. Lnger term - things t wrk t Suggest they keep a daily jurnal t imprve their self awareness. Have them reflect back n their day fr 5-10 minutes, reflecting where they have spent the mst time, and what they have achieved. Have them reflect n any cnsequences f their chices - n thers they wrk with, n deadlines. This can help t build greater awareness within them. Smething discvered thrugh self discvery is ften much mre pwerful than being tld. Expse yur perfectinist t new situatins. Mre pprtunities t learn that 'near enugh is gd enugh' will help them t make their wn chices when scarcity is present. And ensure yu respnd carefully when things g wrng. A perfectinist has a fear f failure. Apprach things with a learning rather than a right / wrng (evaluative rientatin). Questins t cnsider getting yur 'perfectinist t answer': What is the mst imprtant activity t d nw t achieve ur end gal? Which effrts will bring abut the best reward fr effrt? If I d X it will help mve clser t ur gal by A% (in terms f quality, time, cmpleteness etc). If I d Y it will help mve clser t ur gal by B%. S - d I d X r Y? Can yu have them wrk with smene wh is less fcused n the detail t shw them this is a valid way t wrk t? Help them t delegate effectively t thers. Peple with a perfectinist tendency will ften be reluctant t delegate t thers, and when they d, ften tend t 'micr manage' thers. Help yur team member t identify suitable tasks they can delegate t thers. When helping set them up n the Page 2 f 5

3 delegatin, talk thrugh the areas they may struggle t let g, and explre apprpriate ways fr them t fllw up with the persn they have delegated t. Explre with them the impact micr-management may have n thers, t help them becme aware f the behaviurs they need t demnstrate during the delegatin. (Fr detailed tips n effective delegatin, including a step by step prcess t set up and manage a delegatin, see the 'DiA Delegatin - Tips and Hints'.) Make sure they are in a rle that is 'right fr them'. Are they in the 'right' type f jb fr them? Are they happy in their rle? Where d they need develp? Lking at what yur team needs t achieve, is there a rle / task that will benefit frm attentin t detail? Can yu play t their strengths and allcate tasks accrding t the skill set in the team? Des this task / rle invlve cmpeting pririties? Des this rle invlve ambiguity? Is there a chance this rle may be t verwhelming fr this persn? Yu want t expse peple t the pprtunity t develp new skills, but als be mindful f the impact this may have n their wellbeing. Hw can they be supprted thrugh the transitin? Yu may find yu ask yurself if it is wrth it - hw likely are they t be able t develp this alternate way f perating? Yu might need t make a tugh call? What if yur team member needs cnstant apprval, permissin r t check things with yu? Practical ideas t help wrk with a clleague with this tendency Shrt term - right nw Start by trying t get t knw this persn, their strengths and their 'neediness' triggers. Find ut what they are gd at, as well as where they seem t need help. Thank them fr the wrk they have dne, recgnising the value f their cntributin (remember self esteem may be delicate with peple with this tendency). Ntice the areas where they seeking yur assistance r apprval. Is there a pattern? Take a step back t better understand what might be behind their 'neediness'. Are they ready, willing and able? Is it a skill issue r a will issue? Is it a lack f cnfidence in their ability? D they nt have the necessary skills r experience? Have they had a bad experience in the past? Is it a mtivatin r wnership issue? Is it a recgnitin issue - are they just wanting t let yu knw what they are ding in case yu dn't ntice - r haven't recgnised it in sme way? D they need yur supprt and guidance because they care what yu think and value yur advice - ie yur pinin / validatin matters? Are they 'managing up' r seeking buy-in frm yu? Are they nervus abut the cnsequences f getting it wrng? Is smething 'nt quite right' within the brader team? Is there anything yu may have dne t cntribute t this situatin? Have they been set up fr success? D they have the necessary skills, resurces, infrmatin, authrity and supprt t d their jb / task well? Have they been set up well with clear gals, bundaries, decisin pints and/r criteria and review pints? Have they been given the authrity and respnsibility apprpriate fr what they are wrking n? Is the timeframe / resurcing apprpriate? Are they able t add their wn flavur t this piece f wrk? D yu set clear gals, but leave the path t achievement undefined? D yu manage the prgress review pints as yu agreed (mre than yu agreed? less than yu agreed?) Have yu ntified the apprpriate stakehlders f this persn's rle / expectatin / authrity? D yu ensure team members dn t feel embarrassed by mistakes and are cmfrtable t discuss them and the learnings frm them with yu? Sensitively inquire abut issues that may be cntributing t their tendency and help them find a way frward. Ask them if there are any things that are challenging them with this piece f wrk? Page 3 f 5

4 Respectfully enquire abut the reasns they may be feeling this way. Help build capability and cnfidence by asking them what steps they are planning, validating what seems apprpriate. Help them get their thinking in rder by rle mdelling things they culd make part f their wn practice. Use pen ended questins t help them clarify their thinking (caching). Offer suggestins where yu see these are needed. Respectfully clarify what they are lking fr frm yu? (guidance, apprval, supprt etc?) If they are stuck, cllectively explre ptins t help vercme whatever is hlding them back and identify what supprt they feel they need frm yu / thers t help them mve frward. Lnger term - mving frward When starting n prjects r specific tasks, talk with them abut the big picture assciated with a particular task, prviding clarity arund the purpse and bundaries. Let them knw the areas yu wish t be cnsulted n, where they have 'freedm' and be clear abut review pints and deadlines. Help them understand the cnsequences (if any) and impact n thers f missed deadlines r pr quality. Make yurself available s they can prgress thrugh their steps with the necessary Cnsider the teachings f Situatinal Leadership thery**. Diagnse the needs f the peple yu supervise in different situatins, then adjust yur leadership style t meet these needs. Situatinal leadership thery wrks n the idea that leadership can be divided int tw types f behaviurs: Directive behaviurs and Supprting behaviurs Determine the right mix f these behaviurs depending n the develpment need f yur team member fr that task. Carefully cnsider hw yu prvide feedback. Be sure t prvide lts f favurable feedback as well as pprtunities t imprve. Be specific with what yu see and the cntributin / impact it is having. Find ways t build cnfidence. Be available and keep t yur agreed stages fr review - but check if these are wrking and adjust where necessary. Yu may need t shrten r lengthen the 'crd'. Be firm when yu need t be. if yu feel yu have dne all yu can t set them up fr success, give a gentle push. Manage psitively thrugh psitive expectatin. Dn't let them hld yu r the team hstage! They must take respnsibility fr trying t imprve things t. Sme further ideas that can help yu imprve yur effectiveness with 'needy staff': Pick yur battles. A win/win r even a win/1/2 win might be better than living with the unnecessary time challenge r stress. Accept differences. Yu may find yu have dne all yu think yu can t set smene up fr success, but they still need t check in r seem t take t lng. Yu cannt sacrifice all yur time t ne emplyee hwever the reality is that yu will need t ffer mre supprt t sme than thers. If it is nt negatively impacting yu, results r the team, yu may just have t accept it. If it is negatively impacting yu, results r the team, yu may need t embark n a difficult cnversatin, and pssibly mve the persn n frm the team. Manage yur 'pen dr' plicy carefully. It is imprtant t be a manager wh is 'available'. But there are times fr yur dr t be pen and times fr it t be clsed (literally!). It needs t be pen sme f the time s peple can feel 'safe' and 'able' t apprach yu. But it can be hard t wrk thrugh cnstant interruptin s make it clear when yur pririties demand fr it t be clsed. (Tip: Bk and keep yur 1:1 appintments when yu have dr clsed perids.) Review the 'Delegatin - ' and the **'DiA Mdels - Situatinal Leadership' (SL) dcuments fr mre detailed suggestins n delegatin and applicatin f SL thery. Page 4 f 5

5 Fllw a SIMPLE prcess fr assigning respnsibility S = Set Clear Expectatins Yur team members need t knw what is expected f them befre they can be held accuntable fr it. Be clear abut what the team member needs t d - ie the what by when and t what standard. Gals help keep us n track. The mre clearly these expectatins and gals are set up frnt, the less time will be wasted later clarifying what was really expected. I = Invite Cmmitment Just because yur emplyees knw what t d desn t mean they ll d it. After gals and expectatins are set, emplyees need t cmmit t achieving them. 1 Yur team member is mre likely t d this when they buy in t the gal; when they have cntext fr each assigned task. Team members are mre likely t cnnect t a gal when they understand hw this gal fits int the bigger picture and why achieving it really matters. It is als imprtant t allw fr frank give and take discussins regarding these specificatins and limits. M = Measure Prgress If yu can t measure it, the ability t hld smene accuntable fr an assignment f respnsibility will be difficult. Infrmatin is needed t hld yur emplyees accuntable t the expectatins that have been agreed. Make sure the system t mnitr prgress facilitates pprtunities fr feedback again these dimensins. P = Prvide Feedback It is essential that peple receive feedback abut the prgress they are making twards the gal. Peple s mtivatin t increase prductivity will nly ccur when they have a challenging gals and receive feedback abut the prgress they are making twards that gal. Peple als need an pprtunity t understand where they may be falling shrt f expectatins and discuss ptins fr hw they can imprve perfrmance. Setting expectatins fllwed by quality feedback is the backbne f hlding smene accuntable fr results. Ensure the lines f cmmunicatin remain pen s any risks f ptential deviatin can be managed apprpriately. L = Link t Cnsequences Emplyees need t understand the cnsequences f nn-delivery n all stakehlders. Their cmmitment t delivery f the gal can be enhanced by this understanding. These cnsequences can als be persnal t them. It is imprtant that these cnsequences are apprpriate fr the situatin, are cmmunicated and understd by all, and if delivery des nt ccur, they are fllwed thrugh. This may be uncmfrtable fr everyne, but fair and reasnable cnsequences necessary if a culture f accuntability is t be maintained. E = Evaluate Effectiveness Review whether the gal has been achieved t the standards agreed. Als review the prcess yu fllwed. What wrked? What didn t? What culd be dne differently next time? 1 Hw t hld peple accuntable, (This is where the SIMPLE acrnym was surced.) Page 5 f 5