The Women's Leadership Challenge

This is a special edition of the podcast because you all have been hitting me up about one thing in particular. I got seven messages on one topic this week. So I figured we needed a bonus episode to tackle it. Let's Dive In. Hello.

Hello, you're listening to power banking the podcast for women leaders in male-dominated Industries. I'm your host. So profess a lot, a lover and president of [company] dotco at [company]. We curate Leadership, Learning experiences to help companies to be more Innovative and competitive while tapping into a diverse talent pool. Let's hop into today's episode.

Okay. So what do you do when you really like an employee as a person? But in terms of them, getting their work done, they're not cutting it. And you see the signs that it's time to let them go, but you have invested as a leader in this individual and you understand their personal circumstances. You understand.

They have a lot going on and you are worried about the financial impact that letting them go is going to have. That's the question that's on y'all's Minds. I guess it's that time of year. And so I just wanted to hop on with a couple of things to consider as you're going through this phase and one to encourage you all that. It's going to be okay as a leader, tough decisions have to be made.

Also. I want you to know that you're not alone, seven people, this week wrote to me. So there has to be many more who are also contemplating the Scenario are similar scenario. So first things first, my question to you. All, is this have you had a conversation with an employee about their performance?

Because before you move to the next stage, it should be very clear that there are issues with their performance and it should also be clear. What type of plan you expect them to work on in terms of enhancing. Seeing their performance bringing up their expect bringing up their performance to the company's expectations, as well as your expectations. So each company has their own protocol for putting people on an individual learning plan, or it might be called something different in your company. Our performance Improvement plan, something of that nature.

Follow your company's protocol, if you have that, okay, but you definitely want to make it clear to this person that Our issues with their performance. And if those issues aren't rectified, it could cost that person their job. So set out an appropriate time line, work with that person to come up to speed on certain areas. Now once you do that, then it's time to check in when you have your plan in place, you talk to this person. They understand what needs to happen in terms of performance for them to keep their job.

It needs to be a touch base. So sometimes we because we have a lot of things going on at work, and we have tight deadlines. We want that person, a change overnight, but realistically, if this is something that has festered for a while, I'm doing old habits and reinforcing positive habits habits that are going to help that person achieve the results that you need them to achieve. It may take time. So inside of this individual learning plan, the performance Improvement plan, the Up, whatever you call it.

You do want to have a timeline of when you're expecting some certain things to be done like Milestones. Okay, so go ahead. Get that part worked out and then stay consistent. You as the leader, no matter what, whatever is going on. No matter what holidays are coming up vacations Etc.

Stay consistent in touching base with this person to keep them accountable for their goals. Now, I'm not talking about micromanaging at Tall that's not what we're talking about here. But in terms of letting that person know, hey, I'm invested in this with you. I'm expecting you to perform. I have high expectations.

And so we're in this together in terms of improvement. Now along the way, if any adjustments need to be made to this plan that you both have created, use your discretion to make those changes to the plan. If you see, they're really performing in one area. And another area might take a little bit longer as long as you're seeing. Me.

I will be willing to work with that person and to make some adjustment. Now if let's say you've done all of these things and your you see short-term Improvement like the person will improve right after a conversation. But before you know it they go right back to the bad habits. That's something that you want to call out. If you can say, Hey, you know, we keep having these conversations right after the conversation.

I see it some improvement, but shortly thereafter. Are we go back to these old habits and this just isn't productive. So you want to be very clear. No one should be alarmed or surprised when they get fired. They shouldn't say.

Oh this came out of the blue. So with that continuously communicate with them, most companies will have you to have a written process as well, like a formal documentation. So again, do you diferent will defer? Default is always your Policy. Okay, refer to your human resources department.

If you have one within your company and definitely lean on their guidance for how you want to navigate the situation with the person. Now, in terms of how you let that person go, definitely if it gets to the point where you have to let him go, you want to talk to their appropriate parties inside of your company, to make sure that your company is protected legally when you let a person go Some companies are being really Innovative. And I love this instead of letting a person go they might find another place in the company where this person can be well-suited. Now, I do want to say this. This is no overnight process.

This may take weeks or even months. Some in most cases. It does take months. So in the meantime because you need to get things done. I would also consider, who can you give some stretch assignments to who are the rock stars on your team that can take just a tad bit more and get it.

And really well because ultimately you as a leader, you're measured on certain metrics as well. So while you're giving this person is a chance to ramp up and to come up to speed on things work, still needs to get done. So identify the people within your team within your organization who can help you to do that. So that you're staying on track in terms of your overall goals. All right, y'all, I love hearing from you.

This episode was strictly because Y'all are writing in and you're sharing your questions and you want advice. So continue to do that. That's what this power banking podcast is for. This is your power source to help you to lead effectively and to achieve the results that you have set out for. So until next time continue to emulate, excellence and eliminate excuses.

I want to leave you with this quote. And it's by Theodore Roosevelt. Do what you can with what you have Where You Are. Real quick. Before we go.

If something in this episode resonated with you, let me know how cop on LinkedIn and just let me know what part really connected to you. Give us a screenshot of you listening with truly appreciate that as well as a five star rating and review. If you thought it was four stars. Go ahead do that to. All right, y'all until next time.

Continue to emulate excellence and made excuses.