Q One of my team members often cuts corners on his projects. He is otherwise talented and is well-liked. How can I get him to improve this aspect of his performance?
A Understand the reasons, provide solutions, and then hold him accountable.
The inner game
Put yourself into this employee's position. What do you think is driving his behavior? He may not know expectations, he may not know how to achieve them, or he may not care. Each of these raises unique requirements for you as a leader.
Look honestly at your past management of the situation. Have you been clear about expectations for quality and process? Likewise, look at how well you've prepared him to meet your expectations. If he knows what you expect but not how to achieve it, you have a training issue on your hands.
If you believe that he doesn't see anything wrong with his approach, look at your past record for holding him accountable. Have you confirmed that it doesn't matter because you've let things slide? Also take time to evaluate whether it's just him, or if it's a more widespread phenomenon than you originally thought.
In reviewing your leadership, don't be distracted by blaming yourself. This is data collection, all aimed at improving the situation in the future. This process may raise some emotional reactions from you -- disappointment or frustration, perhaps. While your feelings may seem justified, it won't help to let them get out of control.
The outer game
Whatever the reason for his behavior, you'll need a plan to address it. And your approach to each dynamic will require clear communication with him.
Start by organizing your thoughts and designing the conversation you want to have. You may not know exactly what's driving his shortfalls, so consider where you'd like more insight. Be ready to adapt your ideas for improvement based on his feedback.
If he doesn't understand your expectations, explain them, and then have him explain them back until you're sure he gets it. Use typical work situations as examples to clarify your expectations in a variety of circumstances.
He may understand, but be at a loss as to how to proceed. Use his past "corner cutting" behavior as a textbook, not to blame but to teach him preferred options. Then discuss ways he can adopt these new approaches going forward.
If he doesn't care, make it clear that it matters and that there will be consequences. Many leaders struggle to be firm, but it's the right thing to do for all concerned. Decide how strong a line you want to take, then let him know and be consistent about enforcing your expectations. This will also help prevent morale issues across the team.
You don't have to do this on your own. Find him a mentor on the team who can help him understand and execute properly. Also find someone to buddy up with yourself, especially to provide support if you need to learn new leadership skills.
The last word
Most people want to do the right thing, and you'll help by being clear and consistent in your expectations.
Send your questions to Liz Reyer, a credentialed coach and president of Reyer Coaching & Consulting in Eagan. She can be reached at liz@deliverchange.com or 651-398-4765.