In my 10 years of Coaching Practice, one of the constant refrains I find Business Leaders facing is " How do I Manage a Team Member who is constantly under Performing." Normally, the situation for this refrain plays out when a supervisor points out non-performance as and when it occurs, this of course creates some bitterness. It can also demotivate the poor Performer.  And attempting to address this during feedback discussions also does not generate the required change normally.  Particularly when on the spot negative reactions are inevitable, and there is no value input regards improvement. This is because the Employee considers it as “Fault Finding“ so it is best avoided or minimised .  

In good organisations, employees know their role and what is expected of them. It is normally well laid out. Most Employees are competent, want to perform & have a Happy Work Environment. Still, Performance from a few individuals may not be up to that requirement. Only a minuscule would be deliberate work shirkers. In spite of best intentions after the hiring and onboarding process, a few employees do not Perform as per Expectations.

Poor Performance Reflects on both Supervisor & Employee.

The supervisor’s  "People Management Skills "  and the Employees’ overall competence are called into Question. A supervisor is expected to Motivate, ensure that the employee understands their role, remove any performance hurdles etc. A supervisor’s lack of competency can be directly reflected in an individual's poor performance, and this can call into question the Supervisor’s performance. Yet over a period of time, if an individual’s performance is below par compared to his other team members, management starts having doubts regarding his competence to do the Job. I have found an easy & workable Solution to this called
"Expectation Mapping."

My solution: Expectation Mapping

What exactly is Expectation Mapping?

Business Leaders I have Coached have well Performing reportees . However they sometimes have a Capable person who is not delivering as expected. Leaders often spend a few minutes pointing this out & requests for improvement, & hope it will happen. Recognizing that the change they are looking for wasn’t going to happen, I guided them to use ‘expectation mapping’ as a timed process to get what they actually want rather than leaving it to chance.

Firstly it is not exactly a feedback Session. It requires the Supervisor & Employee to sit together, as  a series of sessions where both the Job Requirements & Deliverables are laid out, confirmed and accepted by both the Supervisor & Reportee. The process includes 2 to 3 one hour meetings that should be closed in a months’ time, and includes  the following:

• The Supervisor leads the discussion constructively and genuinely wanting what is in the best interest for their reportee and themselves. \

  • They needs to indicate clearly and concisely what they expect in the Work Place from their reportee in terms of output , timeliness , behaviour & any  & every issue involved.

• The employee should listen, and do their best to understand where their supervisor is coming from & then give their Views.

  • They may even dissent on a few issues and also indicate some of their own expectations.

• Importantly, these discussions should be free & frank. Because, often there is a misunderstanding of Expectations & these discussions help to Resolve them.

  • Furthermore, there could be issues with both Supervisor & Employee which need to be brought out & sorted by the two of them.

• In almost all cases an ‘Agreed to Expectations’  would be laid out and a clear outcome of the process. And this puts the Supervisor & Subordinate on  same page on all issues .

Rarely do Business Leaders have a detailed dialogue whereby they, close all issues, establish a time line, and  most importantly get acceptance (aka psychological contract) from their reportee who simply wants to perform and do well in their role. This requires time & a calm mind, which is a scarce resource with Business Leaders. However when I have persuaded these Business Leaders to spare the time , they find the Results exceeding their expectations. Spending Quality time with Reportees & establishing acceptable time lines for improvement is in fact a no brainer but often missed out in the hectic work  place .

Once ‘Agreed to Expectations’ are Confirmed

• Supervisor should put a time line ( say 1 to 3 months ) by which Expectations are met 100%        

• Supervisor should ask their Reportee if they need any help in meeting Expectations. Help could be in terms of Resources, Hand holding etc. The Help should be clear & acceptable to both.

• Supervisor should ensure that they also their Commitment in terms of Help Agreed to.

Now both Supervisor & Employee are ready to move forward, with the Expectation Results to be discussed on a monthly basis to review Progress.

In most cases, where I have coached Leaders to apply expectation mapping, there is rapid Improvement & no Heartburn. After All Supervisor & Reportee are discussing Performance against Expectation which both had agreed to after a month-long discussion. After a few months the Problem of non Performance is resolved. In rare Cases if Performance is not improving it could point out to "Incompetence“, " Role Mismatch " or need for Reportee Moving Out.

Importantly, the value of ' Expectation Mapping’ Discussions Closure & Plan for 100% Success is what both Supervisor & Employee had agreed to & therefore fair to everyone . Not only is there Performance Improvement it also helps build a Happy & Supportive Work Place.

To connect with Aubrey Rebello

Aubrey brings to the table over 40 years of rich & varied Corporate Experience as CEO, Director, and Business Head with Tatas & Bayer.

Aubrey has strategised & managed a major merger, was CEO of a large NBFC, & Profit Centre Head of a large Business. In all his assignments he has rapidly scaled up revenues & profits. In many areas he has also built up Structures & Processes from scratch.

Post retirement Aubrey continues as an Advisor to a Tata Company.   Aubrey is also an Executive Coach to several Indian & Foreign Corporates He is also an expert in Family managed Businesses serving as a Business Consultant & Mentor to Business Families. Having had Leadership Roles in different work Areas & Industries   Aubrey’s expertise is in Financial Services , Automobile Industry, Mergers & Integration , Materials Management , & Learning & Development .

Aubrey is an Engineer from IIT Bombay & a First Rank Gold Medallist MBA from IIM Ahmedabad. He is also a Certified Executive Coach - International Coach Federation & NEWS Switzerland. He has several hundred hours of coaching experience at the MD & CXO levels.