CORRECTING DEFICIENCIES I APAMSA Leadership Development Module

Correcting Deficiencies I  Correcting performance deficiencies is a difficult responsibility  People fear criticism because it threatens their self- esteem or may imply personal rejection  Leaders avoid confrontations because of unsettling emotional conflict that does not solve the underlying problem Task-Oriented Behaviors Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Task-Oriented Behaviors  Correcting Deficiencies I To improve performance, criticism is necessary but should be done in a way that improves the relationship Identify the most important guideline for correcting deficiencies when correcting undesirable behaviors and performances and briefly describe an example why this is the case Leadership Challenge (16)

Correcting Deficiencies I  Gather information  Avoid biases  Give prompt feedback  Describe deficiencies  Explain consequences  Be Professional  Identify causes  Request solutions  Express confidence  Desire to help  Reach an agreement Guidelines For Correcting Deficiencies Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Correcting Deficiencies I  Get your facts straight before addressing an issue  Inquire about the timing, frequency, consequences, preceding events, and scope of the problem  Speak to the persons directly involved with the issue Gather Information Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Correcting Deficiencies I  Avoid assuming that the problem is a lack of motivation or competence  Multiple reasons exist for poor performance (e.g., situational causes = unexpected events, internal causes = inexperience, external causes = failure of others) Avoid Biases Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Correcting Deficiencies I  Give corrective feedback soon after the problem is noted  Deal with improper behavior immediately or as soon as possible  Do not delay feedback to avoid problems from getting worse Give Prompt Feedback Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Correcting Deficiencies I  Briefly described specific examples of deficiencies  Identify what was done, where and when it occurred  Avoid exaggeration of issues, be brief and specific in describing undesirable behavior Describe Deficiencies Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Correcting Deficiencies I  Feedback is more useful when certain behaviors are discouraged to avoid important consequences  Describe how the issue affects others or their work  Describe how the issue affects the success of the project and your personal concern for it Explain Consequences Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Correcting Deficiencies I  Stay calm and professional  Give feedback without expressed anger or rejection which undermines problem solving  Do not place blame or unleash insults, criticize the behavior not the person Be Professional Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Correcting Deficiencies I  Identify reasons for undesirable actions  Seek the person’s explanation for the behavior, rather than jumping to conclusions  Ask what the person would do differently in hindsight and what lessons were learned  Avoid citing personal attributes like poor judgment, irresponsibility, or lack of motivation Identify Causes Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Correcting Deficiencies I  Ask the person for possible solutions for the problem  Let them take responsibility for their actions and solving problems  Encourage the person to brainstorm multiple remedies rather than just one  Build on their ideas and mutually derive a sound course of action Request Solutions Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Correcting Deficiencies I  People with low self-confidence are least likely to improve following mistakes  Leaders can build people’s confidence by believing that difficult tasks can be overcome with concerted effort, despite our past failures Express Confidence Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Correcting Deficiencies I  Express a sincere desire to help the person improve  Use your knowledge, experience, influence, or contacts to help  Help people identify problems, new perspectives, and alternative solutions Desire To Help Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Correcting Deficiencies I  Identify concrete action steps to be taken to help the person resolve the problem  It is not enough to tell someone to “just do better”  Remember to include in action steps you will take to help the person solve their problem  Summarize your discussion and verify understanding Reach An Agreement Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Task-Oriented Behaviors  Correcting Deficiencies I Correcting performance deficiencies can be challenging Guidelines for Correcting Deficiencies I provide a thoughtful approach to addressing behavioral issues or poor performance Apply these guidelines to correct undesirable behaviors and performances Summary

Leadership Development  Correcting Deficiencies II Our next module discusses guidelines to deal with specific situational deficiencies Next Topic…

Task-Oriented Behaviors  G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p  Free Management Library Sources