Problem Discussions

Dealing with problem performers continues to be one of the most important issues facing
managers and supervisors. Managers consistently report that problem performers (1) take
up too much of their time and (2) are the most difficult situations they have to deal with. To
be effective in these situations and have a chance of turning problem performance around,
managers must feel confident and comfortable dealing with conflict, using confrontation
skills, keeping control of performance discussions, and making timely interventions. The
worst course of action a manager can take is to let problem performance continue, since
the only result is unacceptable levels of tolerance for poor performance while the results
and efforts of high performers are dishonored.
The Harrison Assessment™ behavioral paradoxes that affect a manager’s ability to coach
for performance include:
Frank behaviors and Diplomatic behaviors: the ability to be straightforward, direct, to the
point, and forthright while using tactfulness in appropriate situations.
Assertive behaviors and Helpful behaviors: the tendency to put forward personal wants
and needs while responding to others’ needs and assisting or supporting others to achieve
their goals.
Enforcing behaviors and Warmth/Empathy behaviors: the ability to insist upon necessary
rules being followed while expressing positive feelings and affinity toward others.
Problem performance situations are often emotional and difficult for everyone involved.
Without skill proficiency these situations are often avoided. With skill proficiency
managers and supervisors can intervene in a timely fashion and have a greater chance of
turning performance around while simultaneously keeping the relationship with the
employee positive.