Gather as much information about what is happening and why the person is strug- gling to meet expectations.
Provide an opportunity for change
Once you have identified the prob-
Provide an opportunity for change
Once you have identified the prob-
lem, give the individual an opportunity to change. For example, if Brittany hasn’t been attending staff meetings, remind her that part of her role within the company is to attend monthly meetings. Explain the purpose of the meetings and their rel- evance to the company’s culture. Then clearly inform her that she is expected to be at the next meeting.
lem, give the individual an opportunity to change. For example, if Brittany hasn’t been attending staff meetings, remind her that part of her role within the company is to attend monthly meetings. Explain the purpose of the meetings and their rel- evance to the company’s culture. Then clearly inform her that she is expected to be at the next meeting.
Set clear expectations and establish rewards/consequences
In Brittany’s case you needed to be firm
about her attending meetings. Explain the circumstances where it might be accept- able to miss a meeting, such as a medi- cal appointment or child care emergency. Then document the discussion, and ask her to sign acknowledging that she under- stands her commitment. If next month, she does not attend the meeting and does not provide a valid
about her attending meetings. Explain the circumstances where it might be accept- able to miss a meeting, such as a medi- cal appointment or child care emergency. Then document the discussion, and ask her to sign acknowledging that she under- stands her commitment. If next month, she does not attend the meeting and does not provide a valid
Set clear expectations and establish rewards/consequences
In Brittany’s case you needed to be firm
Gather as much information about what is happening and why the person is strug- gling to meet expectations.
reason, schedule a follow-up conversation. Let her explain her situation, and try to understand why she is struggling to ful- fill this part of her job. If she can’t provide a logical reason, ask yourself if Brittany is someone you want to have in the long- term on your team. Let her know that the meetings are so important that, if she doesn’t attend the next meeting, you will have no choice but to replace her. This may seem like a harsh conse-
reason, schedule a follow-up conversation. Let her explain her situation, and try to understand why she is struggling to ful- fill this part of her job. If she can’t provide a logical reason, ask yourself if Brittany is someone you want to have in the long- term on your team. Let her know that the meetings are so important that, if she doesn’t attend the next meeting, you will have no choice but to replace her. This may seem like a harsh conse-
quence for an individual who doesn’t attend meetings. Or is it? Is missing meet- ings a symptom of a deeper issue? Or what if she didn’t arrive on time for her personal training clients or classes. Would you tol- erate this behaviour? While inconvenienc- ing clients may seem like a more serious offence, not attending meetings sends the message that she thinks they are a time- waster, and it sends the wrong message to others team members.
Set them free
The hardest task for many managers is
finding the courage to let people go. You may feel emotions like guilt, sadness, dis- appointment and frustration. You may even feel uncomfortable firing people
Set them free
The hardest task for many managers is
finding the courage to let people go. You may feel emotions like guilt, sadness, dis- appointment and frustration. You may even feel uncomfortable firing people
quence for an individual who doesn’t attend meetings. Or is it? Is missing meet- ings a symptom of a deeper issue? Or what if she didn’t arrive on time for her personal training clients or classes. Would you tol- erate this behaviour? While inconvenienc- ing clients may seem like a more serious offence, not attending meetings sends the message that she thinks they are a time- waster, and it sends the wrong message to others team members.
because you know they have families to support and bills to pay. While you need not be cold-hearted and ignore these emo- tions, consider that you may actually be helping the individual. Sometimes peo- ple are afraid to move on in their careers because they fear of the unknown. And if they were truly happy working in your organization, they would make every effort to change their behaviour. Creating the ultimate performance
team is hard work. It requires constant attention, and sorting and elimination of people who don’t fit. When people don’t seek to improve their negative behav- iour, toss them off the bus. They are like a cancer growing within your team, and they will likely soon infect your entire group. FBC
Donna Hu
ness
es gea e lie , sta
son
e owner of On The Edge h provides consulting serv- ness growth. Her exper-
because you know they have families to support and bills to pay. While you need not be cold-hearted and ignore these emo- tions, consider that you may actually be helping the individual. Sometimes peo- ple are afraid to move on in their careers because they fear of the unknown. And if they were truly happy working in your organization, they would make every effort to change their behaviour. Creating the ultimate performance
team is hard work. It requires constant attention, and sorting and elimination of people who don’t fit. When people don’t seek to improve their negative behav- iour, toss them off the bus. They are like a cancer growing within your team, and they will likely soon infect your entire group. FBC
Donna Hutchinson is the owner of On The Edge F Fiittness Educators which provides consulting serv- iicces geared towards bussiiness growth. Her exper- ttiisse lies in recruiting and hiring top level perform- eerrss, staff training and development, and creating and maintaining businessss momentum. Donna is the author of The How To Guide to Starting Your Personal Training Business. Contact her at edgefit@ haw.ca.
and main
g and hiring top level perform- development, and creating momentum. Donna is the
author of The How To Guide to Starting Your Own Own Personal Training Business. Contact her at
esdgefit@shaw.ca.
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September/October 2009 Fitness Business Canada 65 September/October 2009 Fitness Business Canada 67
• PERSONAL TRAINERS • MASSAGE • AESTHETICS • SPA’S
• PERSONAL TRAINERS • MASSAGE • AESTHETICS • SPA’S
AN INSURANCE PACKAGE DESIGNED FOR YOUR BUSINESS.
YOUR FITNESS INSURANCE EXPERTS
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DOES YOUR BROKER UNDERSTAND YOUR BUSINESS? WE DO!!
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