Keys to Derailment Prevention. Should we terminate or turnaround.
Why do executives, managers, and professionals either derail or flounder and then get shunted off to roles that are out of the mainstream? Typically it’s because they have a psychological blind spot that is all too visible to others. Derailment creates problems for the entireorganization.
Research studies have pegged failure rates for senior executives at up to 33 percent.
He lacks effective interpersonal skills. He’s –
Insensitive. “He’s too abrasive.”
Over ambitious. “He batters people with his competitiveness, his need forpower"
Isolated. “He’s a perfectionist and seems to do everything his own way”
Volatile." He comes apart at the seams when under fire."
She has difficulty making tactical shifts. She is –
Mired in detail; thrown by change and innovation; too cautious; action-averse.
Unable to adapt to those who have different styles.
Conflict-averse; unable to harness conflict constructively; a poor negotiator.
Over reliant on one skill, on natural talent, or on just raw energy.
He lacks follow-through. He –
Makes a big splash at the front end of a project, then moves on, leaving a trail of loose ends.
Leaves people hanging because of unmet promises and commitments; not fully accountable.
Her area has never really gelled. She –
Over-/under-manages. "She has to have her hands in everything or she can't collaborate onanything."
Staffs in her own image. "I have a good gut feeling about him; the chemistry is right."
Communicates poorly. "She operates like she thinks everyone can read her mind."
Creates mediocrity "She undermines her talented staff/she always hires people less capable then her."
Do We Terminate or Turnaround?
So, what can be done with the under-performing employee? Often, the response is to terminate. But, the company must then absorb the staggering costs associated with the loss of a key person. These costs include:
Recruiting, hiring, and restart costs
Lost training and development costs
Cascade effect of multiple position shuffles
Opportunity costs, disruption, down time, and lowered morale of the team
Disputed termination litigation
A significantly more effective solution is available and it prevents the termination costs. The experiences of our clients have clearly shown that a turnaround program produces betterresults. In most cases under-performance is not the result of an ability deficit. Rather, it typicallyresults from a person’s blind spots. With the proper intervention, the struggling employee canbe turned around and, as a consequence, a number of benefits accrue to the organization and theindividual.
The company is spared the organizational disruption and corporate expense (frequently exceeding 100K) that inevitably occur with the termination of a key employee. The company is protected from the loss of the person’s accumulated industry knowledge, experience, and competitiveinformation. The turnaround program offers a potent management option for handling a potentially unpleasant and difficult dilemma.
The turnaround option brings objectivity and behavioral science to bear on conflict and, thereby, gives the organization and its people a greater sense of mastery and less apprehension about handling difficult human problems. The message: “We care, and we can work it out.” It equips the organization with an effective tool for retaining its human resources, an increasingly critical strategy in an age of a shrinking human resource pool.
Do you want more information about our Derailment Prevention Program then contact us today?