I have held back on writing on this topic.
Some people in the P&C world won’t like my criticism nor my bravado in this article.
But after 20 years of leading HR/P&C Teams I have learnt a thing or two and I am now in a fortunate position to be able to share my views...
So here goes!
I love the politics and games of big business.
I love to work out who the dirty players are.
For some reason there are always about 12 of them – I call them the DIRTY DOZEN.
In every organisation I have been an Executive leader they were there:
-Incompetent
-Bullying people
-Performing poorly
-Ignoring the Values
-Stealing time or goods
-Disrupting the business flow
-Holding the organisation back
-Negative and critical of any change
-Delivering results but causing disruption
And I am always up for the challenge of finding them and enabling them to engage properly or bugger off - where possible with a relevant level of dignity.
I want the people I lead to succeed.
I always want the organisation I lead to succeed and to be able to serve its stakeholders.
But first you always have to deal with the DIRTY DOZEN.
Here are four things I have learnt about sorting out the DIRTY DOZEN:
Many senior leaders and P&C professionals are not acting fast enough or strong enough.
The question “poor performance is tolerated in this organisation” is almost always in the bottom ten of staff survey questions.
The reality is that far too many leaders and P&C teams are too slow to act.
It is a blind spot for some, super uncomfortable for others or the decision maker or P&C/HR teams are too conservative in what can be very complex situations.
2. Performance management processes will only solve around 20% of your performance problems for the dirty dozen.
Disciplinaries and warnings done in a timely manner can work in cases where people will respond to feedback or it is a simple situation. (But do not think this will be your best or only option in the case of your dirty dozen.)
3. Have a great employment lawyer on speed dial
If you really want to shift the dial on a poor performer or disruptor you need good legal support. I have a list of the best – just ask. They are worth their weight and fees in gold.
4. As the song goes - There may be 50 ways to leave your lover and there are nearly as many ways to exit or tame your dirty dozen.
Below is a list of a few I have used.
Often you just need to find some leverage to get improvement, control or their attention.
I don’t write this list to boast.
I never take any of this action lightly…but seriously senior leaders you really can do so much more than you think:
Negotiate an exit - money solves almost any problem
Have a behind the bike shed/without prejudice chat so they know you are onto them
Search the work emails for inappropriate activity and comments
Search their internet use (yes, we still find people watching porn at work)
Get someone to do some undercover observation of work activity
Use a Private Investigator to follow or check on someone (yes it has worked)
Stock-take goods – its amazing what can go missing between shifts
Check the CV / quals against official records for inaccuracies
Check the public records for previous employment disputes
Check social media – you may find out what they were really doing on their sick day
Monitor vehicle GPS movements and check it against the diary for inaccuracies
Restructure the role / find a way to enact redundancy
Go to mediation, don’t agree to go mediation, go fast and go slow – it depends
Investigations are good for bullying complaints, but get it underway quickly
Use an Industrial Psychologist to help uncover the truth and the bad behaviors - I have two I can highly recommend
Discuss the matter with the Union – they are often having as much trouble with their member as you are having and may work with you to address issues
Receiving a personal grievance is not always bad – it often brings matters to a head and can enable an outcome so use them to your advantage
So...
I think that every senior leader and P&C professional needs to learn how to deal with their DIRTY DOZEN effectively.
Standard performance management processes are too slow and ineffective in most situations.
It will often take a more tailored approach to solve complex and long standing performance problems or to tame the disruptor, especially if they appear to be good on the surface or can suck up to the right people.
Conservatism will not serve you in dealing with the DIRTY DOZEN.
The people you lead and the organisations and stakeholders you serve deserve better.
Life without the DIRTY DOZEN is better for everyone!
There is a better way to lead.
_________________________
Three ways I can help you if you want to advance your senior leadership effectiveness
1. Follow me for regular insights on LinkedIn
2. Ask me about my P&C Leader Coaching programme
3. Ask me about The Savvy Leader Coaching programme
Commentaires