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UP-CLOSE Police Management I The Challenged Performer performance and the person hasn't yet performed to standard, you have got to ask, Can the person do the job or this part of it? You hope the answer is yes: If they are capable, coaching may be the answer. But if your response is no, you must look at a diffcult truth. If you can separate the task and assign it to someone else, this is the time to do that. If it is a bigger issue or you can't reassign the task, you have a job ft problem: The person doesn't have the skill, ability—or perhaps the aptitude— needed to do the job. While it is diffcult to tell a person that he/she is a poor job ft, it doesn't serve you, the underperformer, or your team to allow the situation to continue. And it only gets more diffcult if you let the situation drag on. Is the Person Coachable? Assuming you have determined that the person is capable of doing the job, the fnal question assesses coachability. Generally, coachability involves two ingredients: a willingness to participate in the learning process and a commitment to apply and refne what has been learned. If the person is coachable, there is room for improvement in his/her performance. A coaching conversation can get that process started. But if the person isn't open to learning or is unwilling to change the behavior, your options are limited. You're back to the job ft conversation or disciplinary action, depending on the circumstances. If you have given the performer a legitimate chance to change and you're still not getting the performance required, it is appropriate to initiate your organizational disciplinary process. Most people will respond positively to this turnaround process, but it won't work with everyone. Four Leadership Questions Now that you know what direction your performance turnaround will take, asking four questions will determine your willingness and readiness to take action. These questions will make sure you are committed to the underperformer's success. If you are not invested in that person's success, if you are just going through the motions or don't have the time to do the process justice, the turnaround will fail. 72 LAW and ORDER I October 2013 First, are you willing to give the person a legitimate chance to change? If the performance problem is new or out of character, giving that person a chance to change may be a fairly easy decision. It gets tougher—and your tolerance wears thin— if you have been living with the problem for a while or if you have addressed it previously. You want to see change happen, and fast. People don't always change in a straight line. You can change your mind in an instant, but it takes a while for your habits to catch up. If you've ever tried to lose weight or keep your New Year's resolutions, you understand the diffculties: Behavior change is made up of hard work, trial and error, and self-doubt, especially when evidence of success lags. To answer "yes" to this question, you must be willing to give the underperformer room to improve in an uneven way. If what you are really feeling is that you have had enough, that one more misstep will be the proverbial straw that breaks the camel's back, then you may already be in "no' territory. If that is where you fnd yourself, don't try to talk yourself out of it. You are better off acknowledging it and honestly address the impasse. People don't always change in a straight line. You can change your mind in an instant, but it takes a while for your habits to catch up. Second, are you willing to change your approach? When we are consulted about underperformance, callers sometimes decline our suggestions to try a different approach. Our next question is asking the caller if what he/she is doing now with the employee is getting positive results. Third, are you willing to manage the person differently? Einstein once noted that the defnition of insanity is doing the same thing over and over again and expecting different results. What you have been doing to manage this person's performance hasn't been working. Using the turnaround conversations to directly address performance issues is a great start, but follow-up is essential to sustain performance gains. It doesn't have to take a lot of time, but it does require signifcant attention and perseverance. Scheduling consistent, regular one-toone status updates—even brief ones—can provide structure to keep you both on track. But if you don't change the way you lead, you may lose the ground you gained in the turnaround conversations. Fourth, do you have enough information to act? Is your perception of the performance problem based on objective data or your personal perceptions? If you're not sure if there is a problem, or if you can't defne the problem, a problem resolution meeting can help you gather information to aid problem solving. If a confrontation meeting is in order, you'll need more solid data: Performance specifcs are at the heart of your argument for change. Whatever the case, the goal is to collect enough information to guide the turnaround process, and when possible, help the underperformer see the need for change. A little data can go a long way toward getting performance and commitment on the right track. It's a worthwhile investment. Performance change is a collaborative venture; to turn around the performance of someone else, you'll also need to change the way you manage that person. The questions posed in this manifesto will help you assess your willingness to engage in that change process and if you do, to fnd the appropriate starting point. While you'll need to do some heavy lifting to overcome the performance patterns of the past, the rewards are worth it. Your team will be more motivated knowing that everyone is accountable. You will have helped someone who was failing be more effective and demonstrate more of his/her capabilities. You will have a system for keeping performance on track, which can win you back a big chunk of your time. You may also sleep better at night, not reliving the problems of the past. Everybody wins. You most of all. Mark W. Field is the Chief of Police, Wheaton, Ill. Police Department. He may be reached at mfield@wheaton.il.us. Bradley J. Bloom is the Chief of Police, Hinsdale, Ill. Police Department. He may be reached at bbloom@ villageofhinsdale.org. LaO Post your comments on this story by visiting www.lawandordermag.com