Often, executives can tolerate employees to avoid taking responsibility. Because they want to avoid confrontation. However, the absence of personal responsibility brings along negative results.

Employees know that their performance is not good and makes them feel bad. For example, a salesperson probably thinks that he is the only person who cannot meet sales targets. In the absence of any encouragement or guidance, this person will feel ignored, disappointed, and perhaps even come to the point of resigning for these reasons.

At the same time, the lack of responsibility in the workplace will make employees think that it is normal to have low standards. Perhaps the team will take a stand on its low-performing employee and its manager because the team will have to do much more than they can to tolerate the deficiency their friends have created.

If it is not possible to determine who the employee is the source of the problem, perhaps other employees will perceive it as a person favoring or weakness, which will become motivating for everyone.

Fortunately, it is not impossible to transform this situation into the opposite. At this point, the ways to make sure that fair distribution of work can be provided to everyone in the team are listed below.

Have that difficult conversation

Although ensuring accountability of employees doesn’t sound good in the first place, it doesn’t always have to be the case. It should not be forgotten that we should focus on performance, not on the person. Because everybody wants to do their job well and deliberately does not try to do the opposite.

With one example, we can embody the situation. For example, you can start your conversation with your employee to the following sentences. “I realized that XX was happening. What do you think went wrong in this situation? ”

Throughout the conversation, try to understand why some actions were taken and why some work was done. Sample sentences can also be developed as follows: “Can we go through the process you followed for this situation together?” or “Would it be beneficial for me to attend the next meeting?”

Employees may not always understand that their behavior affects the team. In this context, some of the common reasons behind poor performance are listed below.

  • Administrators may not be open in their referrals.
  • Employees may need training support.
  • There may be a technical problem.
  • There may be a personal problem.
  • Conflicting priorities can be effective.

Quickly identify performance impairments

Discuss this issue with the people involved, one-on-one and as quickly as possible. Because nothing will change unless you are faced with the problem. At the same time, you should not let your frustration bring you to the breaking point or make a low performance employee a problem for you.

At this point, it is necessary to reveal the reason behind the said low performance. Thus, you will be able to find a way to reconcile your leadership method with the situation.

For example, while a new employee needs supportive training, an experienced employee may have more workloads than they can handle. Or, while a very attentive employee can improve his performance with some guidance, an employee who can be described as more lazy than others can start working with higher performance thanks to his managerial effect. Therefore, you should be realistic about the actions and behaviors you expect from your employees and be able to develop solutions to meet your expectations.

If you are faced with an employee who has a really big problem, it would be beneficial not to leave the job completely verbal. With written goals and directions, you can further strengthen this person’s sense of responsibility. As a manager, you have to think thoroughly about what is really needed to increase the performance in question. After doing this, your employee said, “I didn’t understand.” or “I didn’t know.” There will be no luxury to say.

Care About Your Employees’ Emotions

Approach the issue with the assumption that people cannot understand the effects of their behavior. As a leader, it is your responsibility to remain calm, find the root causes of the problem and create a common solution.

For example, imagine that one of your employees starts the day half an hour late each day. You talk to this person and find out that he is late for work because he left his child to school before coming to work. He stated that it was not a problem for him since his work started at 8:30 in his previous work, but this situation causes him to come to work half an hour late every day.

First of all, try to explain why it is important that everyone starts working at 8:00 every day and look for ways to help him resolve his situation. At this point, either your employee will have to change his calendar or you will need to create a special schedule for him. According to the current conditions of the person and the company policy, you should be able to find a solution to this situation.

It is very important to make you feel that you care about the needs of the company as well as the requirements of the company during your conversation with your employee.

Set goals cleverly.

As work intensity increases, taking a break and writing procedures, goals and policies can be difficult at first. But employees need to know what is expected of them in order to perform better and maintain their motivation.

In this context, if you realized that the sense of responsibility in the workplace is not strong, this means that you need to set up cleverly constructed and written goals. The qualities of these objectives should be as follows.

  • Specific
  • Measurable
  • Obtainable
  • With a certain context
  • For a certain period of time

Developing goals of this nature is an important issue even on its own, therefore intensive work is required to set these goals. It is critical to know that it is necessary to set these goals to begin with, with a little imagination and a clear form of communication between employees and leaders.

Conclude and Track

After each speech, write down what has been said. This does not mean that you have to convey each issue to the human resources department. However, in order to highlight the identified problem, the agreed solutions and future prospects for this problem, it will be useful to e-mail the notes received throughout the conversation to yourself and your employee. In this way, you will make the speech for everyone involved more open and transparent and make the results of this speech traceable.

Finally, you should continue to observe the people you are talking with to see if they can improve their performance as expected. You don’t need to spend a lot of time for this. Immediately after the conversation, you can go to these people and ask if they have any additional questions or ideas they might have had at night. Then, once a week, you can get together with these people to get ideas about how things are going for them in the last case.

In the middle of the process, you can make certain suggestions for these people to reach their goals. One of the best methods is to congratulate them for their performance when they do a good job. Remember, nothing is as encouraging as the positive approach itself.


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