John Schuerman Consults

Case Study #1 | Case Study #2 | Case Study #3

Management Capability: Bringing the best out in your company’s human capital

Situation: A colleague was not performing. Even though several customers wrote letters about his performance issues, his manager did not take action. The poor performer's behavior was adversely affecting coworkers. Over time, the department’s reputation deteriorated as the situation worsened. When these issues were raised, the individual’s manager continually failed to take corrective action.

Solution: The department’s lead person needed coaching on how to present the issue to the manager in a way that would correct the situation and not strain their relationship. I helped her make the case: the current situation was good for no one –not the department, not the organization, not the customers, and not even the individual who was failing. We quantified what was at stake for the department and possible courses of action for the individual’s manager to take. We also established a detailed follow up plan because we expected the manager to continue delaying action. Persistence and precise follow up were essential to getting action.

Results: Because of the department’s lead persons professionalism and persistence, the manager communicated directly with the employee regarding the performance issues. For the first time performance issues were documented in writing and steps were taken to minimize the negative effects on customers, coworkers and the department’s reputation.