Managing Underperformance

Accountability Nearly every organization I work with at the moment is focused on some version of creating a "high-performance" culture. Alongside this goal is a push for greater speed of decision-making, efficiency, and accountability. However, a common mistake many organizations make is treating accountability as a binary attribute—individuals are either seen as accountable or not. In reality, accountability is more nuanced. Understanding accountability as a spectrum is critical for cultivating a high-performance culture. The Accountability Ladder illustrates this concept by mapping out various levels at which individuals engage with their responsibilities, ranging from unaware or indifferent to becoming proactive and inspiring others. Those familiar with the Leadership Circle Profile will note that accountability transforms as leaders pivot from an external to an internal locus of control. This move from a Reactive to Creative mindset is a critical prerequisite. Here is a summary of each step on the ladder: Unaware: At this level, individuals are not aware of the issues or their responsibilities. They lack the knowledge necessary to understand what needs to be done. Blaming Others: Individuals recognize the issue but choose to blame others rather than taking any responsibility. They see the problem as someone else's fault. Excuses: At this step, individuals acknowledge the problem but offer excuses for why they can't address or resolve it. They often cite external factors or limitations. Wait and Hope: Individuals here are aware of the problem and hope it gets resolved by itself or that someone else will take care of it. There is recognition but no action. Acknowledge Reality: This is a turning point on the ladder. Individuals acknowledge the reality of the situation and their role in it but have not yet begun to take corrective action. Own It: Individuals take ownership of the problem and accept their responsibility for dealing with it. They start to commit to resolving the issue. Find Solutions: At this step, individuals not only take ownership but also actively seek solutions. They explore various options to resolve the problem. Take Action: Individuals implement the solutions they have identified. They take concrete steps to resolve the issue. Make It Happen: Individuals not only take action but also follow through to ensure that the solutions are effective. They monitor progress and make adjustments as necessary. Inspire Others: Leaders inspire and encourage others to take accountability, creating a proactive problem-solving culture. As a team exercise, try writing the steps of the accountability ladder on a whiteboard and ask: What level of accountability do we see across the organization? What level do we exhibit as a team (to each other and our stakeholders)? And finally, where would I place myself?

I've set goals and failed to achieve them. I've written down goals and never hit them (here is why). - I didn't integrate my goals into my daily activities. - I didn't make my goals smart ( it was a wish list). If you write goals more like a wish list, here is what happens... - Unimportant tasks will take priority. - You won't have daily actions to move you closer to your goals. - Your action taking will be inconsistent / make it up as you go along. But there is something worse... You'll lose confidence in achieving your goals. It will create doubt. You'll have a sneaking suspicion your goals are impossible. It becomes a vicious circle. You don't take the goals seriously, so you fail to hit them. You doubt the goal is possible, so you don't want to put effort into them. It's vicious circle that confirms you can't achieve your goals. BUT if you do want to hit your goals, you need to make them smart. You need SMART goals - goals that are clear and actionable. SPECIFIC - MEASURABLE - ACTIONABLE - RELEVANT - TIME-BASED Write down your SMART goals. Then diarise the actions you need to take. Example: Specific: Get more leads per week from social media. Measurable: 4 Leads per week. Actionable: Posting 3 times per week, grow my network, offering a lead magnet to new connections. Relevant: More connections will increase my reach, leads will help me win clients. Time-bound: By 7th May 2024, I'll be getting 4 leads per week. SMART goals are the way to achieve things. Set your goals, make them SMART and work on them every day.

Ever downplayed your work achievements? You're not the only one. I often hear from professionals"I'm just doing my job" or "It's not a big deal." But, owning your career wins is crucial for growth. Here's how to capture and communicate your success: 🌟 Maintain a Brag File: Jot down your successes regularly. It could be completed projects, positive feedback, or significant milestones. 🌟 Quantify Your Wins: Use numbers to demonstrate the scale of your impact. 🌟 Apply CAR(L): For any achievement, detail the Context, Action, Result, and Learnings. It’s gold for interviews and reviews. 🌟 Rehearse Your Success: Practice makes perfect. Share your wins with a mentor or just reflect in front of a mirror. You're not boasting—you're simply acknowledging your hard work. #OwnYourVoice #LeadingQuietly

Autonomy is often wrongly confused with independence. This mistake negatively affects accountability. People sometimes mistakenly think that giving people autonomy means leaving them completely to their own devices (this is independence). In the organizational sense, autonomy is not the opposite of structure—it’s the freedom to operate WITHIN a structure that supports continuous improvement and accountability. A Lean mindset and approach helps leaders to understand how to foster BOTH accountability and autonomy. Lean leaders do this by intentionally moving away from making people feel like they are "being held accountable" (which feels imposed) and inspiring them to "take accountability" (a sense of ownership that naturally fosters autonomy). Here’s how you can adopt this approach in YOUR team: 🟢 Be clear about goals, roles, and responsibilities: Use tools like RACI charts or visual management boards to clarify who does what. 🔴 Define success together: Involve the team in setting performance standards or KPIs so they have a say in what they’re working toward. 🟣 Encourage regular 1:1 check-ins and team huddles: create spaces for discussing challenges without fear. 🟡 Engage people in problem-solving: Use structured techniques and Kaizen to involve the team in addressing inefficiencies. 🔵 Ask for their ideas first: Instead of directing what needs to change, coach them with powerful questions like, “What do you think is the best next step?” 🟤 Use visual management: Team dashboards or Kanban boards make progress visible, reduce micromanagement and highlight areas needing attention. 🟠 Review metrics as a team: Make this part of regular meetings, so progress and accountability are a collective effort. ⚫ Own your commitments: If you make a mistake or miss a deadline, acknowledge it openly. ⚪ Model humility: Admit when you don’t have all the answers and seek input from the team. (This makes people feel valued!!) 🤔Reflection time for leaders... Are you balancing structure and flexibility in your team? Which of the above could you act on to shape a culture of autonomy?

At P&G, technology isn't just a supporting function—it's a strategic enabler for growth, innovation, and consumer satisfaction. We're maniacally focused on understanding the wants and needs of the consumer, and technology is how we deliver on that promise. Earlier this summer, I had a fantastic conversation with Peter High on his Technovation podcast. We dove deep into how P&G is leveraging technology like AI, automation and data analytics to improve our operations, elevate consumer experiences, and create greater efficiencies. A few of the key highlights from our conversation: +Data-Driven Innovation: Our AI Factory integrates data across the value chain, enabling faster problem-solving and smarter decision-making. In Brazil, AI improved P&G’s out-of-stock rates by 15 percentage points – a game-changer in our industry! +End-to-End Supply Chain Visibility: With tools like our Pampers Club app, we’re able to ensure that consumers have the essentials they need. +Upskilling for Digital Fluency: We’re investing in workforce training through partnerships with Harvard Business School and Boston Consulting Group (BCG) to ensure everyone can leverage new digital tools like AI effectively. +AI as a Workforce Enabler: We are using AI as a facilitator of productivity to help employees focus on higher value tasks and initiatives. Leveraging AI across the business enhances efficiency and scales operations without burnout. +A Bright Future Ahead: I’m excited about the potential of reasoning models and agentic AI, which have the potential to eliminate dashboards by allowing us to “talk to the data.” Quantum computing offers the potential to optimize supply chains and operations at unprecedented levels.   #PGInnovation is truly transforming how we operate and deliver value, always with the consumer at the center. I'm excited about the continued impact we'll drive in our industry. Ready to hear more about how we're leveraging technology to innovate? Listen to my full conversation with Peter here: https://lnkd.in/gPnKhP3D

𝗣𝗿𝗼𝗱𝘂𝗰𝘁𝗶𝘃𝗶𝘁𝘆 𝗶𝘀𝗻'𝘁 𝗮𝗹𝘄𝗮𝘆𝘀 𝗮𝗯𝗼𝘂𝘁 𝗱𝗼𝗶𝗻𝗴 𝗺𝗼𝗿𝗲. It's a one-way ticket to burnout and frustration... True productivity is about removing hidden barriers that hold you back. It's easy to fall into the trap of busyness, convincing yourself that being constantly active means being productive. Fearful you can't take a step back to reassess. This leads to: - Decreased focus and quality of work - Increased stress and overwhelm - Missed opportunities for growth and innovation Sound familiar? Then it's time to uncover and overcome these hidden barriers. Here's how: 1. Identify your energy drains ↳ Track your activities for a week ↳ Note which tasks leave you feeling depleted 2. Streamline your workflow ↳ Batch similar tasks together ↳ Use automation tools for repetitive work 3. Create boundaries ↳ Set specific work hours ↳ Learn to say no to non-essential commitments 4. Prioritize self-care ↳ Schedule regular breaks throughout the day ↳ Invest in activities that recharge you 👉 When I first started tackling these hidden barriers... It was uncomfortable and felt counterintuitive. But it turned out to be the key to unlocking my true potential. You don't have to work harder to achieve more. You just need to work smarter by addressing what's holding you back. True productivity isn't about doing everything—it's about doing the right things. #Optimize #Productivity #WorkSmart

TOP 5 productivity blockers that deserve a VIP treatment in your Technology roadmap   👉 Any effort spent in manual testing : Repeating the same tests manually not only consumes effort, but also indirectly impacts every other timeline. Always strive for 100% automation.   👉 Any effort spent on broken pipelines, long build times, manual interventions during your deployment process. Optimize your pipelines and deployment processes to reduce the 'Commit to Deploy' time to a point where further reduction is not possible.   👉 Any reoccurring system performance issues are not only frustrating but causes a significant overload on the team to fix them as soon as they occur. Invest time in addressing the root cause of the issue for long term than applying temporary fixes.   👉 Lack of effective logging & monitoring : Debugging even a simple issue becomes an exhaustive guessing game esp during production incidents. Standardize logging & observability, so teams can reproduce & resolve issues quickly & efficiently.   👉 Effort spent on frequent operational issues: Strategize by understanding the patterns, analyzing root causes and planning for both short term and long term fixes. Aim to reduce the incoming tickets even if it means addressing them one by one. #tech

Unlock the Power of High-Quality Performance Reviews 'Tis the season for annual performance reviews. They are dreaded by some (both managers and direct reports alike), but a GOLDEN opportunity for growth, alignment and acceleration when done right! When I became a people manager for the first time I had no formal training on how to do a formal performance evaluation which made it more an intimidating and time consuming process than effective. It took me a while to develop some best practices which I still use today. Here are some actionable tips for how to make these conversations transformative instead of transactional: Best Practices for Managers: 1️⃣ Make it a Dialogue, Not a Monologue: Listen as much as you speak. Performance reviews should be a two-way street. 2️⃣ Focus on Specifics: Give actionable, evidence-based feedback tied to clear examples—not vague generalizations. 3️⃣ Balance Praise with Growth Opportunities: Celebrate wins but also highlight areas for improvement with a clear path forward. 4️⃣ Set Goals, Not Just Grades: Use reviews to align on SMART goals for the future. 5️⃣ Document & Follow Up: Don’t let feedback vanish post-meeting. Document outcomes and revisit them regularly. Common Mistakes to Avoid: 🚫 Waiting Until Review Time: Feedback should be ongoing—not a once-a-year surprise. 🚫 Being Too General: Saying "Good job" or "Needs improvement" without specifics leaves employees guessing. 🚫 Avoiding Tough Conversations: Constructive feedback can be uncomfortable, but it’s essential for growth. 🚫 Ignoring Employee Input: This isn’t just your show—make space for their perspective! Tips for Employees: Get Better Feedback 1️⃣ Be Proactive: Ask for feedback regularly—not just during reviews. Questions like, “What’s one thing I could do better?” shows initiative and openness. 2️⃣ Come Prepared: Bring accomplishments, challenges, and goals to the table. Show ownership of your growth. 3️⃣ Clarify Expectations: Ask, “What does success look like in my role / on this project?" This helps align your work with manager expectations. Year-Round Impact ✔️ Schedule Regular Check-Ins: Quarterly or monthly conversations keep feedback fresh and actionable. ✔️ Use Tools to Track Progress: Utilize shared documents or platforms to monitor goals throughout the year. ✔️ Create a Feedback Culture: Encourage real-time recognition and coaching on a weekly basis. A high-quality performance review isn’t just a meeting—it’s a tool for growth, alignment, and stronger relationships. Let’s move away from the “annual checkbox” and toward continuous improvement! What’s your secret to impactful performance reviews? Drop your tips in the comments! #Leadership #Feedback #PerformanceManagement #CareerGrowth

50% of employees say performance reviews are useless. Here's how to fix that. I've spoken to hundreds of people over the years. The pattern is painfully consistent. Manager talks. Employee nods. Nothing changes. But the data is even more concerning: more than half of employees feel formal reviews contribute nothing to their growth. No surprise there. The problem exists on both sides of the table: - Employees dump all responsibility for these sessions on their managers - Managers have zero training on how to make these conversations meaningful The result? Monologues that waste everyone's time. But here's the thing about great performance reviews: They're not monologues—they're conversations. Want to transform your review sessions into career accelerators? Here's how: For managers: - Implement structured frameworks like McKinsey & Company's OILS (Observation, Impact, Listening, Solutions/Strategy) - Work together to identify what's actually causing performance challenges (Is it time management? Communication gaps?) - Establish clear priorities with specific targets and timelines for the next period For employees: - Come prepared with defined goals and the specific skills you need to develop in the next 6-12 months - Bring a concise, tactical action plan to ensure alignment and measurable progress Whatever it takes, remember that performance growth is a two-way street. These sessions should empower both sides to grow, not just check administrative boxes. What's your best tip for making reviews actually matter? I would love to hear. __ ♻️ Reshare this post if it can help others! __ ▶️ Want to see more content like this? You should join 2297+ members in the Tidbits WhatsApp Community! 💥 [link in the comments section]

Personality Traits Don’t Belong in Performance Reviews Performance reviews should focus on skills, outcomes, and behaviors—not personality traits. An article by Suzanne Lucas for Inc. Magazine highlights a troubling finding from Textio: ✅ 88% of high-performing women receive feedback on their personality compared to only 12% of men. When men do get personality-related feedback, the descriptions differ significantly: Women: "Collaborative," "nice," or "abrasive" Men: "Confident," "ambitious" This disconnect reflects stereotypes that don’t help anyone grow. What NOT to do in performance reviews: ❌ Describe someone as "introverted" (personality-based language). ❌ Focus on general traits like "nice" or "helpful" without linking them to outcomes. What TO do instead: ✅ Address observable behaviors and impact: Instead of: "You're too quiet." Say: "I noticed you didn’t contribute in meetings; your ideas could add value if shared." ✅ Focus on outcomes: Highlight measurable results, goals, and areas for development tied to skills. ✅ Offer actionable feedback: Provide steps to improve performance, like asking someone to prepare discussion points to engage more actively. By focusing on behaviors, outcomes, and skills, reviews can help employees grow without reinforcing unhelpful biases. 🔗 https://lnkd.in/gWTeTw5a What do you think? How does this impact women of color? How can we improve feedback processes to create fairer, more -actionable- reviews? #LeadershipDevelopment #PerformanceManagement #InclusiveLeadership