Balancing Heart and High Standards
Last week I was asked to weigh in on a common question that I get; “How do you run a heart led organization, and let people have time and space when you still need the work to get done?”
While the answer is always nuanced, here is the basic framework that I use:
For starters, it is important to remember that “heart leadership” is NOT about taking it easy on people or letting them off the hook, it’s about helping them to reach their full potential.
Then we need to determine if underperformance is caused by an extenuating circumstance outside of work that is impacting someone’s ability to do their job. If the answer to that question is “no”, I ask myself three questions:
1) Do they clearly understand what I expect of them?
This is my responsibility as a leader and if this is the case then I need to do a better job of outlining my expectations.
2) Do they have the skills necessary to do what I’m expecting them to do?
This is also my responsibility to fix. I either need to help them acquire the skills necessary or find a different role within the company that they do have the skills for. And if those two options aren’t feasible, it’s probably time to part ways with that team member. As hard as it is to let someone go, you are doing a disservice to them and the rest of the team by keeping them in this situation.
3) Do they have the desire to do the job and be successful?
This one is on the employee. Now is when hard conversations need to be had with them to determine if they really want to continue in the position.
When there are extenuating circumstances that are impacting someone at work, there are many subtleties. I adapt my approach depending on who I’m dealing with instead of a blanket approach of treating every situation and person the same.
A 10 year employee that has consistently been great and is struggling because of personal issues will get more grace and leeway than a team member who has been with us for six months. Also, I’ve found that when there is something significant that happens to someone who has built up equity and trust over years of work with the team, others will rally to pick up the slack for them, keeping the organization operating at a high level. When this doesn’t happen, it can be a sign of how they are perceived by the rest of the team.
Heart leaders understand the balance between what the person contributes to the company and how the company supports the individual. That can ebb and flow, but when the company and other team members are being negatively impacted, heart leaders have the courage to make hard decisions. These decisions aren’t taken lightly or made in haste. They are made with compassion, care and thoughtful consideration of how all parties will be impacted.
This week I want you to consider how you would answer these questions. If you’ve answered “no” to question #3 about someone on your team I encourage you to have that hard and Heart-led conversation.
Keep MIBE-ing!
Anthony Lambatos
Founder, MIBE
Hospitality Culture Training
Owner, Footers Catering
P.S. Need help having tough conversations? Join us at our MIBE Heart Leadership Workshop in August.
