Negotiating with Under-performing Teammates

Negotiating with Under-performing Teammates: A Program Manager's Guide

Dealing with those who aren't hitting their marks, especially when you have no direct power over them, is a real challenge. In my days, I've observed the trials and tribulations of Program Managers handling this delicate situation. Here's a refresher course on how to handle under-performers, especially when you're wearing the Program Manager hat and need to work without the crutch of authority, and your forced to use your “influencing” super powers.

Unravel the Context

Program Managers, it's time to question your norms. Where's that "low performance" perception coming from? Are you simply echoing management's sentiments or are there hard data points backing your claim? Engage in a candid conversation with the teammate in question. You'll be surprised how often personal or work-related factors play a spoilsport. Aim to decode the root of the issue rather than slapping a generic "under-performing" label. And don’t let politics muddy these waters - be fair to your team and they’ll be fair to you.

Aligned Expectations: The Invisible Bridge

It’s not unheard of: two program managers, same team, but wildly different expectations, thanks to the unpredictable nature of the corporate world. To ensure everyone's on the same page, it's imperative to crystalize what's expected out of the role. And remember, it's not just about telling but also about listening and aligning. Once there's mutual understanding, craft a plan of action together. And, hey, while you're at it, make it evident that your intent isn't to show them the exit door. Instead, you're the friendly neighborhood ally they never knew they had. These are the same allies who will help you on the next go-round, don’t forget that!

Backing Their Play

Once you've laid down the path, don't just vanish into oblivion. Be present, be active. If they need resources, training, or mentorship, step in and facilitate. As a Program Manager, you're their chief collaborator, ensuring they've got all they need to turn the tide. If you step up for them when no one else will, I guarantee they’ll remember it!

Progress: The Unsung Hero

Track it, recognize it, celebrate it. Keep the conversation going and keep adjusting the sails as you navigate through. Consider roping in a neutral mentor. Sometimes, an external perspective might shed light on ingrained organizational roadblocks - or roads that are just uncrossable.

The Finale

Your role isn't just about timelines and deliverables. It's also about nurturing and guiding your team members, especially when they're wading through rough waters. Recognize that turning around an under-performer is as much about tact and understanding as it is about strategy and action. And sometimes, all they need is a beacon – and that could very well be you. Remember, even in the most chaotic settings, there's always room for top-tier performance.