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The Only Time To Stop Developing People

How long should a front line leader work to help a struggling performer recover?

It's easy to spend considerable time devoted to the poor performers on a team. As leaders, we want them to do well. As accountable supervisors, we need for them to make significant contributions in order for the team to achieve its goals.

So we give them time. We give them training. We give them coaching. Patiently, firmly, assertively, resolutely -- we work to develop each and every person on our team.

Until it's clear that some people are not only NOT seeking development, they resist it. They don't work hard, they don't learn, and they don't accept any kind of feedback for improvement. They might even resist a performance improvement plan completely designed for their own benefit. Who knows why anyone would resist development so much? Who knows why they dig in and turn off our best efforts to help them? Some people just won't get with the program.

There is an answer for those types of team members. They either embrace development, or they chase themselves out of the team. Sometimes the best answer is change.

I've helped more than one team member over the years find the exit door. You may need to, also.

-- Doug Smith


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