Among the most common complaints that employees
of large organizations and co-founders of businesses express, involve a
colleague or associate who doesn’t seem to pull h/er own weight.
This situation can become especially awkward if
the aggrieved party and the espied slacker share equal authority within an
organization. The reason for this is straightforward: bosses have the authority
to keep under-performers in line, and to dismiss them if the problem persists.
But staff members and associates who occupy the same position in the
organizational hierarchy as an alleged slacker don’t have this luxury, and face
a multifaceted dilemma.
Is it better to confront the offending party, or
try to ignore the issue? Face to face, or by reporting the problem to superiors
or other colleagues? What about the risk of being labeled a tattle-tale, the
potential strain on interpersonal relationships, or even the prospect of
retaliation? What if it becomes one person’s word against another’s?
How does
the perceived slacker’s underperformance affect you?
The answer to this question will determine
whether it’s worth your time and energy to actively address the problem.
If the behaviour of the alleged slacker affects
your work and professional relationships very little, or not at all, then
you’re better off minding your own business. On the other hand, if your ability
to complete job tasks and/or your rapport with colleagues and superiors suffers
due to an unproductive colleague, then you have a legitimate concern and should
take action.
Once you resolve to act, your first step
(barring extraordinary circumstances) should be to address the matter directly
with the perceived slacker.
Start by
favouring diplomacy over confrontation.
Even if you suspect your colleague’s lack of
productivity owes to laziness, don’t assume that. Your colleague may be
experiencing a legitimate mental health issue, may be distracted by difficult
conditions in h/er personal life that are beyond h/er control, or may have an
easily resoluble gap in h/er skill set that is slowing h/er down.
Instead of adopting a confrontational tone, try
approaching the issue tactfully at first—e.g. “Is everything OK? I’ve noticed
that you seem less engaged with this task than you normally are.” Then ask if
there’s anything you can do to help. The “slacker” may call your attention to a
factor you hadn’t considered that changes your perception of the problem. Be
prepared to afford h/er the benefit of the doubt.
This exchange also gives you an opportunity to
clarify exactly what you expect from your underperforming colleague, and ensure
that you’re both on the same page.
Use
impersonal, non-accusatory language, and cite specific examples.
Outward hostility on your part can cause your
interlocutor to shut down or become defensive; you’ll effectively sabotage the
conversation right at the outset. Pay close attention to the language and tone
you use.
Instead of leading with “When you do (or fail to
do) X, it makes me Y,” go with something like “Last week, this (specific event)
happened, and consequently I had to remain at work late in order to complete
some unfinished tasks. That experience was frustrating and unpleasant for me.”
Don’t make the conversation any more personal
than it needs to be. Ultimately, the issue is not your colleague’s personality
or character; it is h/er behaviour, which consists of identifiable actions and
omissions. Keep a documentary record of these, and of your own efforts to
improve the situation, so you can be accountable and transparent.
Don’t
involve your boss or higher authorities unless you have to.
The capacity to deal with relatively minor,
day-to-day differences of opinion in a constructive manner is a valuable skill.
If you are an employee or middle-manager, don’t involve higher-ups in a
“slacker” case unless you believe the problem is too serious for you to solve
on your own.
Addressing a colleague’s underperformance
directly with that person has two big advantages over reporting to higher authorities
right away: 1) it is friendlier and more conducive to an amicable working
relationship moving forward; 2) it shows that you are prepared to take
initiative and demonstrate leadership in dealing with interpersonal conflict at
work.
If you and the “slacker” are joint founders of a
business, it is even more essential for you to confront the issue head-on
rather than let it fester.
No comments:
Post a Comment
We encourage and welcome your comments