Your organization lists some solid points. I think must first investigate, before making a conclusion. Once this is done, I would formulate a four to six weeks action plan.
The key is seeing progress.
It is my sound belief that, if at all possible, the team member/s be offered a place on another team (in some entry level positions, this is not an option).
I have seen some managers who aren't coaches. Unfortunately, coaching is part of the job (whether one realizes it or not).
Finally, something we should all consider; in most industries, we are replaceable.
It is sobering, Joe, to know we are replaceable. The stoics would say that ego is the enemy of us all. Love your points, and especially the Loughery Challenge of earning our places everyday. No free meal here :-)
Fair points and I agree, however on offering another place one must be very careful for this “act of kindness” not to cause problems for other leaders down the road. Offloading the “hot potato” so to speak.
I will always be torn between a group culture and groupthink, and cultesque behaviour of forced conformity. I'd still feel that a maverick spirit is needed to keep all of us honest. Even that disruptive behaviour needs investigating to establish whether we can tap into it. I do like the guidelines for consideration when it comes to final dismissal, but with a caveat of trying to exhaust all possible permutations to explain behaviour. There is the biblical guideline of two or more witnesses to back up any [seeming] dissent. Teams are enriched by guided differences. This will always trump forced conformity.
We are so blessed in Australia to have a Prime Minister who prefers to reposition colleagues into more appropriate portfolios if they find the going hard. He is not into sacking but rather developing them. He is an aware and empathetic leader and outstanding captain of the Australian political ship.
It's truly a hard thing to do, but I would say hard decisions are part of what leadership is all about sometimes, and getting it balanced isn't always an easy call.
Good morning,
Your organization lists some solid points. I think must first investigate, before making a conclusion. Once this is done, I would formulate a four to six weeks action plan.
The key is seeing progress.
It is my sound belief that, if at all possible, the team member/s be offered a place on another team (in some entry level positions, this is not an option).
I have seen some managers who aren't coaches. Unfortunately, coaching is part of the job (whether one realizes it or not).
Finally, something we should all consider; in most industries, we are replaceable.
We should aspire to earn our place everyday.;)
Thank you for your time.
It is sobering, Joe, to know we are replaceable. The stoics would say that ego is the enemy of us all. Love your points, and especially the Loughery Challenge of earning our places everyday. No free meal here :-)
Fair points and I agree, however on offering another place one must be very careful for this “act of kindness” not to cause problems for other leaders down the road. Offloading the “hot potato” so to speak.
I will always be torn between a group culture and groupthink, and cultesque behaviour of forced conformity. I'd still feel that a maverick spirit is needed to keep all of us honest. Even that disruptive behaviour needs investigating to establish whether we can tap into it. I do like the guidelines for consideration when it comes to final dismissal, but with a caveat of trying to exhaust all possible permutations to explain behaviour. There is the biblical guideline of two or more witnesses to back up any [seeming] dissent. Teams are enriched by guided differences. This will always trump forced conformity.
We are so blessed in Australia to have a Prime Minister who prefers to reposition colleagues into more appropriate portfolios if they find the going hard. He is not into sacking but rather developing them. He is an aware and empathetic leader and outstanding captain of the Australian political ship.
It's truly a hard thing to do, but I would say hard decisions are part of what leadership is all about sometimes, and getting it balanced isn't always an easy call.