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UP-CLOSE Police Management I The Challenged Performer SUMMARY As a leader, your job is to enable your people to achieve their performance goals. Targets are vague; things change; loopholes are left open. The expectation gap may be wider than you think. Is the person capable of performing to standard? If so, is the person coachable? Photo by Mark C. Ide PLENTY OF BLAME TO GO AROUND FOR UNDERPERFORMERS By Mark Field and Bradley Bloom U nderperformers suck the productivity out of a team or organization. They suck the morale out of your high performers. They suck 27 percent of your time and attention away from other priorities. From that same 2004 survey, leaders reported spending 13 percent of their time dealing with underperformers and another 14 percent correcting errors and completing unfnished work. Cumulatively, that is about 60 days a year that a typical leader devotes to cleaning up underperformance. 66 LAW and ORDER I October 2013