Feedback question

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General Questions and Comments

 I think I know the answer but would like to have some others weigh in on a situation I am facing.  First a little background:

I'm the interim manager of an inherited team where I was a peer.  I've been in the role as interim since January 1 of this year, recently found MT and we are implementing O3's the first week in April.  Our organization is a regional office for a state government regulatory agency with 1 manager, 3 directs (working one short right now) and an administrative assistant.  

I have one team member who I am getting consistent complaints about: not returning phone calls, not returning e-mails, sloppy performance and I have witnessed bad behavior on the telephone.  Using an ill or short tone, negative phrases and unprofessional comments.  The previous manager was totally conflict avoidant, knew this behavior was going on but refused to address it directly.  Before finding manager tools, I addressed it once (very incorrectly might I add) and it seemed to get better for a day or so but then the direct falls back into those same bad behaviors.

We are implementing O3's in a little over a week, feedback isn't suppose to start for at least 6 weeks and even then it should be positive for a while before adding correcting feedback.  My question is what do I do?  This behavior is detracting from the professional atmosphere I'm trying to build and convey to our public and internal partners and the complaints keep coming.  We even had an instance last week where someone jumped the chain and complained to my bosses.  My goal is to correct this behavior on a long term basis but don't feel like it is time to start giving feedback just yet.  Any suggestions?

Thanks

Chuck

 

Submitted by Michelle Halls on Tuesday March 27th, 2012 1:24 pm

You are right  - we don't start with negative feedback - but that doesn't mean you ignore poor behaviour, just don't call it feedback, as in "Can i give you some feedback?"
Here's what I would do - pick one specific, actionable item that you would like to see corrected.  Not vague "more professional" behaviour, but truly specific, such as returning phone calls.  Identify the concern  - phone calls are not returned within x number of days - identify the metric - they need to be returned 80% of the time within 4 hours, 100% of the time within 2 days (for example).  Have him report to you the list of calls & how he did on this weekly.   (I would have him save the message slips & write down on them the time/date the call was returned)  When you have success on this, tackle another specific problem.  Set clear goals, make them measurable and attainable.  Build on his successes.
Start the O3s right away.  Build a relationship with the person and be willing to give out positive nuggets like "this is exactly the kind of work I want to see" even before you do positive feedback.  Keep the O3s focused on your direct, not you, which is really hard when you have issues with their work, in my experience. 
Also, don't spend so much time on this person that you neglect your stars.  The message you send to everyone is that you really care more about the poor performer because that's where all your energy goes. 
 
 

Submitted by Mark Taylor on Thursday April 5th, 2012 9:26 am

I agree with the above - you need to be addressing this immediately.
If complaints are being made, in this case to your boss, then you need to be handling approriately and effectively.  Now that your boss is aware, he/ she will be expecting you to handle this - a chance to shine.  If you don't handle it, then surely they will be reconsidering the interim role.
Certainly the feedback model is a good place to start.  Make them aware of what they are doing wrong, what the effect is and ask them what they are going to do about it.  Personally, I'd sit them down over a coffee (maybe even at a local Starbucks) and level with them (in very softley, friendly way).  You have already talked to them once about it, so it needs to be a continuation of that conversation (even if you delivered the original one wrong/ poorly - it was still delivered).
Talk through the complaints you've received AND more imporatantly what you have observed.  Talk through the impact to them, you, the department and the company in general.  Then see if they are going to engage.
Hopefully you come away with committment.  You can then use the O3's to review and discuss how they are coming on - this effectively becomes the development part on the O3s.
This is a superb oppertunity for you to demonstrate to your boss that you are correct for the role.  Take it and shine.
Mark