Low Achievers

Lesson 2: Topic 7 of 21

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The disgruntled and the troublemakers aren’t the only people who may need your help to exit. Another type of problematic employee is the one who just can’t accomplish what you hired them to do. They may be really great people, the kind you’d love to see succeed, and in a way you’d hate to see them go. If, despite your best efforts to train and coach them, they still cannot perform their job function, you must either let them go or transfer them laterally to another area where they can succeed (presuming such an option exists). Failing to do so is what John Maxwell calls “sanctioned incompetence” and it, too, will lower morale, as other see you tolerate failure, which inevitably leads to one or more workers shouldering load of the one who constantly underperforms. 

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But if you do address, kindly but firmly, those who routinely cause problems for their coworkers, or were incapable of filling their responsibilities, office morale may improve as soon as word gets out that they’re leaving. Nothing kills team spirit faster than your tolerance of bad employees. We’ve seen such tolerance or inaction by management drive away good employees over and over.

There will be poor hires that must be eliminated. There will be loss of staff due to death, retirement, poaching, relocating, and so on. Compensate for that, even when you’re not actively hiring, by constantly keeping your workplace in front of potential new blood. Work with your marketing team to continually build your brand as a great place to work, by creating (or updating) your EVP, having a good recruitment process, and a great company culture, and you’ll not fail to have good people knocking on your door wanting to join your team.