When working with teams, the successful ones do this really well and the teams that don’t last will do this poorly. They will often complain about the individual they are having the issue with and end their position without having put them in the necessary environment to thrive or succeed.
Companies are spending too much money rehiring and retraining individuals without going through the process below. We encourage you to begin looking at your employees or team members into one of these 4 categories. Which team members do you have? Which team member are you? Just think Wiling & Able
UNABLE & UNWILLING (This is the one NOT to be)
This teammate should not be in your program/on your team/in the organization. This person quits. Punishing a quitter will never allow you to win. If you assign the task and they quit, look to get them to finish the task and within the standards of your organization. Explain carefully what you want and how you want it. Question to illicit feedback from what you instructed. Check task completion against the standards. Follow through with rewards/consequence.
ABLE BUT UNWILLING
We have all dealt with teammates in which are indeed able but unwilling. It is important to dive in deep with the individual to get a grasp of who they are and why. You will need to treat this individual as if you are a parental figure. All they seem to need is a nudge, the chance, or even encouragement. Always check for the why they don’t complete a task. Might be due to confidence or attitude. Give encouragement and get them started. If it is a personal problem, schedule a time and stick to it. This one will be one you must supervise closely. Pay attention.
UNABLE BUT WILLING
This is often a skill issue, a new hire issue, or the replacement. It is important to lead this person as if you were your favorite teacher from your childhood. There will be a ton they don’t know. The good thing is they are willing to go for it. They take on challenges. These new hires can be discouraged quickly. Allow for more mistakes, provide feedback often, and give yourself patience. Putting the extra time is like putting the money in the bank. It hurts when you’re doing it but it pays off more times than not. Encourage. Reward often with this one and punish slower.
ABLE & WILLING
Working with coaches, I have seen them spend time with their best people, their all-stars, their best producers. We want the credit for having coached them up. Treat them as if you are the head coach and they are Peyton Manning. This person does the job and gets it done. They do not need close supervision. When you do dive in with them, instead of their skills, begin working on their leadership capabilities. When instructing them, give them the work and get out of the way. Give them your trust. Stretch them a little outside their comfort zones of leadership and challenges.