Of all the tasks managers have to perform, talking to an employee about less than acceptable performance is among the most dreaded. Yet setbacks along the path to high performance are inevitable.
When someone who has demonstrated competence and commitment on a task moves backward in their development level on that goal, we call these setbacks regression.
What Signals Regression?
As a leader, how can you recognize when one of your people has regressed on a goal? There are many clues. The person may appear apathetic or less motivated. They may seem overwhelmed or less confident around the goal. Progress is not being made, or their results aren’t as good as they have been in the past. All of these symptoms signal it’s time for you, as a leader, to step in, address the regression, and take steps to get things back on track.
Determine What’s Causing the Regression
What is the best way to respond when you notice signs of flagging performance? The first step is to check in with your team member to discuss the situation and identify what is causing the regression. Find out what’s going on from their point of view. How do they see the situation? How are they feeling about it? These open-ended questions can help both of you determine reasons behind the setback.
Many factors can cause regression on goals. Your direct report may not be clear about the goal or they may lack the specific knowledge or skill to achieve the goal. It may be they are contending with personal issues that are interfering with goal accomplishment. One of the most common causes of regression in today’s fast-paced workplace is simply overwhelm or burnout.
In rare instances, these conversations reveal that something you have done or failed to do has contributed to the problem. Were performance expectations clear? Have you been providing the appropriate direction and support? If not, acknowledge your contribution to the regression. No one is perfect and even the best leaders make mistakes. Having the humility to admit your mistakes is one of the key characterisitics of a great leader.
Intervene Before Regression Becomes a Problem
Regardless of the cause, it’s imperative to address the situation as soon as possible. Fearing confrontation, too many managers turn the other way when they see signs of underperformance. Yet ignoring the setback will not make it go away. More likely, the problem will continue or get worse. When regression occurs in one area, it can spread to other areas. Regression can be contagious!
Another ineffective response to diminishing performance is to reprimand and apply pressure without providing direction and support. Standing over a person and scowling—or the virtual equivalent—will not treat the underlying cause and could make the situation worse.
Using SLII® to Get Back on Track and Move Forward
In the common language of SLII®, employee development happens along a continuum featuring different levels of competence and commitment on a goal or task. The beauty of SLII® is that it gives you and your direct report a common language for working together along that continuum.
Once you and your team member have identified the cause of the regression, you can have a structured conversation using the language of SLII®. First, make sure both you and your direct report are aligned on the goal. Is the goal specific and trackable, and well understood? Does your direct report still find the goal motivating, attainable, and relevant? If not, this is where you can clarify details, reignite the person’s motivation, rebuild their confidence, and reassure them of the goal’s relevance.
Next, decide together the style of leadership your direct report needs as they work on this goal. If skills and knowledge are lacking, what kind of direction do they need? If the goal is harder or more time consuming than they thought it would be, what kind of support do they need? Be specific and intentional about the leadership style you and your direct report agree they need.
Finally, develop an action plan and schedule a follow-up meeting to monitor progress and provide feedback. This last step is crucial and can be repeated until you and your team member agree it’s no longer necessary.
It’s Never Been Easier to Lead with SLII®
Using this approach, the inevitable dips in performance will not derail progress. That’s one of the reasons SLII® has been one of the world’s best-selling leadership development programs for decades—and now it’s even better. The tips in this blog reflect the most recent revisions to SLII®. Today’s leaders can use the latest technology—videos, an upgraded SLII® App, and an AI-powered chatbot—to help them lead anytime, anywhere. While the technology has changed, the goal is still the same: to empower leaders at all levels to turn potential into performance.
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