This has got to be one of the worst feelings as a leader: that gut instinct that causes you to question if you've got the wrong person on your team. Numerous thoughts about why it happened, and what might be required, run through my brain when I'm feeling this way. But before jumping to hasty conclusions and prematurely terminating someone (or even worse - tolerating the disappointment and ignoring the problem) let's pause for this consideration: Sometimes when we have the RIGHT PERSON, in the WRONG SEAT, it appears like we've got the WRONG PERSON.
Companies and teams grow and shift, sometimes from strategic planning, but more often from reactionary decisions that originate from frustrated leaders and dysfunctional teams. Perhaps you know the ongoing "pebble in my shoe" feeling from the daily experience of disappointment in individual performance that causes you to finally take action. I've witnessed some tremendously painful and sudden reactionary changes that may be necessary but might also benefit from re-evaluating the options.
Here are 3 ways I like to adjust, and how to lead a healthy change.
Reassign: move the individual to a new role or change their responsibilities.
Realign: adjust the departmental goals to fit the individual who's leading.
Release: find a new home outside of the organization (yes it's a termination, but one with a plan)
Each of these options takes courage to begin a conversation that starts with something similar to this: "I'm glad you're a part of our team, but we're missing the mark and it's time to discuss a better fit for your gifts and abilities." Since statistically, people that are using their gifts and talents to a high degree in their work are 6 times more likely to be productively engaged 1 - it's worth the time it takes to get them into that place. From this focus on strengths, a leader can be honest about where things are lacking, and help find a mutually beneficial solution.
Reassign
This might be the simplest solution to consider, but I've been beaten up a good bit because of it. I've not enjoyed the task of telling someone that they're "not good" at a specific task or role, but my opinion is this: If they're not succeeding at it, they're likely not enjoying it. In fact, I'd go even further with the idea that if I genuinely care about their success (career, satisfaction, joy, etc.), I'd be a terrible leader by enabling them to remain in a role they are ineffective or poor at. To assist in the discernment of a better place, I always use the Working Genius (see info here) to bring clarity to work-flow thriving and team fit. If there's an opening within your organization, help them become excited about that new opportunity.
Realign (the department)
I struggle to see this as an effective solution and have witnessed many failed attempts, but one time, just once, I observed an entire department adjust its role and workflow because the department head was such a galvanizing leader. Truth is, the leader was never actually in the wrong seat but lacked awareness of their Working Genius, so they were functionally sabotaging their department most days. Once they realigned themselves with a healthy workflow and support system, the alignment of the department was possible.
Release
There's often considerable anxiety around terminating employees, and rightly so. In the case of our situation above, and after exhausting the possibility of reassignment, releasing them from the organization is probably the best solution. And by best, I genuinely believe it can, and should, be mutually beneficial. Since statistics reveal that people who have the opportunity to focus on using their strengths are 6 times as likely to be meaningfully engaged in their work*, we have the opportunity to serve individuals by helping them find that new place where their strengths become a highlight. On several occasions, I've had the privilege of helping an individual transition from our company to another with honor and respect - and it took time. This isn't a "let me help you find the door" quick exit, but rather, a commitment to supporting the discovery path with them. In doing so, you create the margin of time needed to recruit the right team member for your team, and selflessly encourage them to take a risk on something they likely wouldn't have without a little push. Who wins in this scenario? Everyone does.
We all know that we will have leadership moments that require decisive actions related to discipline (see my article HERE). But with an ongoing commitment to the discernment of each employee's status, the dramatic can be avoided, and strategically beneficial decisions can be made and implemented in health.
*2016-2017 Glint Study
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