Alastair Wallace describes three ways to handle a team member problem: do nothing, change the situation, or actively solve it. Staying silent gets read as approval and spreads the behavior to others. Early, direct conversations about performance gaps work better than waiting until the problem is entrenched.
When you have a problem with a team member, you have choices. You can do nothing, the easy option. You can change the situation, which often displaces the problem. Or you can try and find a solution, often the hardest one. It is tempting to do nothing, cross your fingers, and wait to see if it resolves itself. Just be careful there, folks. Silence is compliance. I call it tacit agreement. By saying nothing about a performance or conduct issue, this could be misinterpreted as you silently condoning it. Other people see this, and then we have the contagion effect. It's alright for Jack to be late, so, you know, I'll do the same. Early and prompt action is often easier than waiting until a situation becomes so bad that you have to tackle it. People and process problems rarely get better magically all by themselves, so unless you're consciously waiting for something, Better to have that conversation now. Be clear about your expectation and what you're currently seeing or hearing early on, so your team know you've noticed that there's a gap. This can help to avoid a much more difficult conversation further down the line. Early prevention's better than cure. Get in touch if you need help with this stuff though, folks. Happy to serve.
