Let’s get one thing straight.  There are some very conscientious leaders out there who are working really hard to get this leadership thing right.  But, as we know, it’s not always easy.  And unfortunately, this leadership gig doesn’t come with a step-by-step manual.  Following a recent on-site client engagement, one of the program participants followed up with a very interesting question, wrapped around a less than enviable situation.  It’s one that could be encountered by any leader at any time.  It involved dealing with performance issues.  Here is the question I received:   

Q:  Phil, have you ever had to address performance issues with an employee after they have just experienced a traumatic event, for example, a death in the family?  In your program, one of the barriers to communication that you identified was the working environment.  And you specifically mentioned timing.  Where does compassion for the individual’s circumstances enter into the equation?  Should I wait for some better time to address the performance issues?  

Sooner or later, leaders are certain to experience situations with no clear cut answer.  Unfortunately, not everything a leader must deal with presents itself as being black or white.  The situation outlined in this question clearly falls into one of those dreaded gray areas. 

First, I am quick to counsel leaders to be sensitive to the personal needs of their employees and followers.  To do less can easily, and unnecessarily, create frustration and resentment that is harbored by the employee for months, possibly years, to come.  Leaders should make every practical accommodation to help the individual in question work through their personal difficulties in order to quickly return to their expected level of performance. 

That being said, we can not always pick the perfect time as it relates to addressing critical issues with our followers.  Pressing performance issues can not, and should not, be ignored.  To do so creates the possibility of putting the entire organization, its customers, employees and other stakeholders in a compromising position — a risk not of their own making.  As a recognized leader of the organization, it is our responsibility to take the necessary steps to deal with unsatisfactory performance whenever and wherever we might find it. 

In situations like the one described in this question, my suggestion is to directly approach the individual concerning the performance issue/s in question.  Do not approach in an accusatory manner.  Instead, be straightforward in identifying the problem at hand and then move the conversation as quickly as possible to the problem solving mode.  While searching for problem resolutions, the employee’s current personal difficulties may or may not be factored into the equation.  Each situation will have to be considered on its own merit.  But there should be no question that the ultimate goal and expectation is to correct the performance issue that is being addressed.  Working together to find a mutually acceptable solution should help the individual bear his/her emotional burden. 

While to some the answer might seem to be “wait for the right time – a better time.” My answer calls us to remember this — bad news does not get better with time.