Addressing the poor performance of an individual or team is not the toughest test of a leader – it’s dealing with mediocrity.
That’s business social scientist Joseph Grenny’s thesis in a recent HBR article “What To Do About Mediocrity on Your Team.” (Grenny is a favorite source for this weekly note, and his most famous book is “Crucial Conversations: Tools for Talking When the Stakes Are High.”)
According to Grenny’s research and experience, mediocre performers are likely being enabled by ineffective leadership, not lack of skills or motivation. In other words, it not them, it’s us.
But Grenny says mediocrity can be fixed. Here’s how:
- Show the consequences of mediocrity. Leaders must ensure everyone is clear about what they are doing and why they are doing it. Mediocrity is typically evidence of disconnection between someone’s work and the consequences of their mediocrity.
- Use concrete measures as influence. Mediocrity often hides behind a fig leaf of absent, fuzzy, or excessive measures. Goals must be connected clearly and meaningfully to the work people are doing and why they are doing it.
- Establish peer accountability. Once a team connects deeply with what they do and why, and establishes meaningful measures, you need to build a culture of peer accountability – where everyone can challenge anyone if it is in the best interest of serving the shared mission.
- Speak up. High performance is a norm that needs to be defended regularly and vigilantly. If you see something, say something.
Establishing a norm of excellence can be stressful, uncomfortable, and risky. People must stretch and be willing to have crucial conversations with bosses, peers, and direct reports.
But when leaders takes responsibility – and action – group expectations can change quickly in a way that leads to higher performance, more fulfillment, and more fun for everyone.
Have a great week.
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