Q: An employee with a reputation as a low performer, both in terms of quality and attitude, is being transferred to my team. The problem is, past managers seem to be intimidated because he has a relative who is a member of the company board. How can I turn him around?
Ramon, 46, director, client services
A: Give this employee a fresh start for his benefit and to help your company.
Why not start with a clean slate? Set aside his reputation, at least for the moment, and treat him as you would any new employee.
That doesn't mean going easy on him. Rather, be clear, direct and firm.
This will require some planning. Spend time clarifying your expectations, making sure that they are consistent with your expectations for other team members. Also have explicit consequences for not measuring up, especially if there have been repeated warnings.
Outline task-related expectations, defining what he is expected to do, along with required quality and performance levels.
Don't neglect to outline your requirements for the intangibles. If your company has defined cultural principles, invoke them here. Then take the time to express how these principles are embodied in your team. Finally outline them in terms of individual behavioral expectations.