How you manage non-performance in the workplace has a direct impact on the profitability of the organisation. Managers sometimes feel that they are too busy or have other pressing decisions to make to manage non-performance. They feel that somehow it will sort itself out, and that people are just going through a difficult patch.

The truth of the matter is that if managers don’t take positive action considerable damage can be done both in terms of the relationships between people within the company and with the customers. This in turn affects the reputation of the organisation.

Here are just a few indicators:

• Low morale – disruption.
• Negative attitudes.
• Costly errors and mistakes.
• Complaints – dissatisfied customers.
• Loss of business.
• Absenteeism.
• Accidents.

1. MANAGING NON-PERFORMANCE AND THE ‘B’ PLAYERS

• Adopting the helicopter approach – defining what’s going on.
• Recognising the internal programs that people operate.
• Defining the ‘real’ problem – focusing on facts, feelingsand values.
• Developing your strategy.
• Managing the meeting – applying the classic rulesof feedback.
• Closure and follow-up actions.

2. MANAGING HIGH PERFORMANCE TEAMS

• The characteristics of best and worst teams.
• The team evolution and development curve.
• The role of the team leader in managing through theevolution curve.
• Individual team preferences – getting the right balance.
• Reviewing your team and planning development actions.

3. ACTION PLANNING AND MOVING FORWARD

• Reviewing your current people management disciplines.
• Getting on track – focusing on the vital few.
• Contracting and planning for future success.