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corrected a couple of mixed up words.
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mjulmer
mjulmer
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When the subtle cues don't work, you need to be more direct.

It’s probably best to address these issues separately.

Business strategy: Assuming you have clearly communicated the vision of your company and how your team fits into the big picture, you may need to take this person aside and explain exactly what is off base about the specific ideas being articulated. Being specific is key to turning it into a good teachable moment. It’s important to make sure the person understands you are taking the time to explain because you value them as an employee and want them to succeed.

Time spent chatting: Best to just be very direct with this conversation. “I enjoy catching you up with you from time to time on personal stuff, but it’s starting to get in the way of work. We have a lot to do here, and we need to stay on task as much as possible to ensure we are meeting our obligations and hitting our deadlines. Let’s try to limit the longer conversations with colleagues to lunch time, breaks and after work.”

Documentation: If you don’t have formal standards you can still provide examples of what you consider to be “good” documentation, and explain clearly WHY they are good. Similarly, if this person is not producing what you want, go through some samples of his work with him and explain in detail what is specifically that is lacking. Then explain your expectations for improvements.

Don’t worry and fret about this for too long – best to just get it done and move on. You’ll feel better knowing you have made your best effort to communicate your expectations as manager, and if improvements are not forthcoming, it’s 100% on the employee.

When the subtle cues don't work, you need to be more direct.

It’s probably best to address these issues separately.

Business strategy: Assuming you have clearly communicated the vision of your company and how your team fits into the big picture, you may need to take this person aside and explain exactly what is off base about the specific ideas being articulated. Being specific is key to turning it into a good teachable moment. It’s important to make sure the person understands you are taking the time to explain because you value them as an employee and want them to succeed.

Time spent chatting: Best to just be very direct with this conversation. “I enjoy catching you up with from time to time on personal stuff, but it’s starting to get in the way of work. We have a lot to do here, and we need to stay on task as much as possible to ensure we are meeting our obligations and hitting our deadlines. Let’s try to limit the longer conversations with colleagues to lunch time, breaks and after work.”

Documentation: If you don’t have formal standards you can still provide examples of what you consider to be “good” documentation, and explain clearly WHY they are good. Similarly, if this person is not producing what you want, go through some samples of his work with him and explain in detail what is specifically that is lacking. Then explain your expectations for improvements.

Don’t worry and fret about this for too long – best to just get it done and move on. You’ll feel better knowing you have made your best effort to communicate your expectations as manager, and if improvements are not forthcoming, it’s 100% on the employee.

When the subtle cues don't work, you need to be more direct.

It’s probably best to address these issues separately.

Business strategy: Assuming you have clearly communicated the vision of your company and how your team fits into the big picture, you may need to take this person aside and explain exactly what is off base about the specific ideas being articulated. Being specific is key to turning it into a good teachable moment. It’s important to make sure the person understands you are taking the time to explain because you value them as an employee and want them to succeed.

Time spent chatting: Best to just be very direct with this conversation. “I enjoy catching up with you from time to time on personal stuff, but it’s starting to get in the way of work. We have a lot to do here, and we need to stay on task as much as possible to ensure we are meeting our obligations and hitting our deadlines. Let’s try to limit the longer conversations with colleagues to lunch time, breaks and after work.”

Documentation: If you don’t have formal standards you can still provide examples of what you consider to be “good” documentation, and explain clearly WHY they are good. Similarly, if this person is not producing what you want, go through some samples of his work with him and explain in detail what is specifically that is lacking. Then explain your expectations for improvements.

Don’t worry and fret about this for too long – best to just get it done and move on. You’ll feel better knowing you have made your best effort to communicate your expectations as manager, and if improvements are not forthcoming, it’s 100% on the employee.

Source Link
mjulmer
mjulmer
  • 1.7k
  • 8
  • 10

When the subtle cues don't work, you need to be more direct.

It’s probably best to address these issues separately.

Business strategy: Assuming you have clearly communicated the vision of your company and how your team fits into the big picture, you may need to take this person aside and explain exactly what is off base about the specific ideas being articulated. Being specific is key to turning it into a good teachable moment. It’s important to make sure the person understands you are taking the time to explain because you value them as an employee and want them to succeed.

Time spent chatting: Best to just be very direct with this conversation. “I enjoy catching you up with from time to time on personal stuff, but it’s starting to get in the way of work. We have a lot to do here, and we need to stay on task as much as possible to ensure we are meeting our obligations and hitting our deadlines. Let’s try to limit the longer conversations with colleagues to lunch time, breaks and after work.”

Documentation: If you don’t have formal standards you can still provide examples of what you consider to be “good” documentation, and explain clearly WHY they are good. Similarly, if this person is not producing what you want, go through some samples of his work with him and explain in detail what is specifically that is lacking. Then explain your expectations for improvements.

Don’t worry and fret about this for too long – best to just get it done and move on. You’ll feel better knowing you have made your best effort to communicate your expectations as manager, and if improvements are not forthcoming, it’s 100% on the employee.