The Elements of Great Managing: 9 - All for one, one for all
[Part 9 of a 12 part series exploring the concepts in 12: The Elements of Great Managing
"One of the worst one-two punches to a team's esprit de corps and productivity is having a slacker in their midst and a manager who lacks the spine to do anything about it." (Page 134)
Most of the elements of great managing have an affirmative, positive feel. We can imagine ourselves enjoying listening to employee ideas, working on employee development, appreciating good work and the like.
This ninth element is tougher, though, because there just isn't anywhere for you - the leader - to hide. Set standards high and early, and maintain those standards, or you and your team's performance will suffer. Your team is counting on you to handle this, and only you can do it.
I know this one is hard to do. I have struggled with it through much of my career. Often, I get it right. But there are some painful and glaring examples in my past where I failed miserably on this element. And I lost good team members because of it.
According to the research cited by Wagner and Harter, most people enter a new workplace prepared to give their energy and commitment to the success of the team. However, if slackers are not punished, some will eventually lay back and let others shoulder more of the burden. If management does not punish the lazy, coworkers will. But in order to get the highest team productivity, that team's leader must set clear standards and make it clear that she will punish those who refuse to pull their weight.
If someone on your team is not contributing as he should, you first need to figure out whether the issue is one of attitude or aptitude. If Steve has all the skills he needs but still fails to pull his weight, you need to remove him quickly. If, on the other hand, he has all the will in the world, but poor skills, your job is a bit tougher. You need to decide if he can gain the required skills fast enough to help the team. If not, you need to find another role that better matches his skills. Regardless, you can't let Steve drag the entire team down.
Nancy Sorrells, the hotel manager profiled in the first chapter, said it best:
"Whoever is the lowest sets your standard, no matter what you say to the contrary."
It's up to you!
For more information:
- "'One Store, One Team' at Best Buy" tells the story of how Eric Taverna worked with his managers and store employees to increase the score on this element.
- "When you have to fire someone" will help you if that is what you must do to enforce your standards.
- "Diagnostic Questions for Teams" is Bob Sutton's tool for helping you understand this and other issues of team effectiveness.
