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Frequently Asked Questions

Of course.
What matters here is, is this decision in line with your overall philosophy for how you choose to pay people? How you pay/reward team members financially is a philosophical decision as much as a financial one. Who do you want to give raises to on an ongoing basis? What about bonuses? How do you want your business to attach financial recognition to performance? You really can decide to do whatever you want here, but my recommendation is that you are consistent. So, if this person’s results are not what they should be, why would you give her a raise? Or … why wouldn’t you give her a raise? Are raises just automatic in your business or are they performance based? Once you have your philosophy more clear, you can align how you compensate to that philosophy.
Remember we can’t change other humans. That’s their business.
Your business is to hold her accountable for what she does or doesn’t deliver.
If she is unprepared for a meeting, excuse her from the meeting and tell her she can come back once she has what she needs.
The other people on the team are watching you as well and they really don’t want to have to listen to you coach her through sharing the information she is unprepared to deliver. I know we often focus on the person who is unprepared and not wanting them to feel bad, but let’s also think about the rest of the team too. They are prepared. If you run a tighter meeting and agenda, it will become much more clear to this employee what the expectations are. If you don’t hold her to the same expectation, she will likely continue to not be prepared. And if she cannot meet the expectation and it has a legitimate business impact, you have to move forward with what looks like reasonable accountability for her performance.
A few things:
  • Do you have a set agenda?
  • Is it consistently the same each time you meet?
  • Is your employee responsible for sharing back her progress on her goals/actions/etc…?
Often this issue can happen when we over-indulge their issues and don’t direct the meeting to performance and outcomes. It also happens when the meetings don’t have a clear agenda and plan for discussion. Lastly, if you are ‘holding’ the agenda and the employee just has to show up, that allows for them to be sort of lazy in their prep and thinking about their time with you. Venting/complaining isn’t a useful investment in either of your time, so it’s important to practice interrupting their complaining and redirect to solutions. Lastly, watch what’s happening in your own brain. What are you making their complaining mean? Do you feel responsible somehow? If you do, you may be indulging too much as a result. Practice interrupting and redirecting. Ensure you have an agenda and hold them accountable to their own preparation for your meetings.

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