CORRECTING DEFICIENCIES I APAMSA Leadership Development Module

Correcting Deficiencies I

Correcting performance deficiencies is a difficult responsibility

People fear criticism because it threatens their self-esteem or may imply personal rejection

Leaders avoid confrontations because of unsettling emotional conflict that does not solve the underlying problem

Task-Oriented Behaviors

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)

Task-Oriented Behaviors

Correcting Deficiencies I

To improve performance, criticism is necessary but should be done in a way that improves the relationship

Identify the most important guideline for correcting deficiencies when correcting undesirable behaviors and performances and briefly describe an example why this is the case

Leadership Challenge (16)

Correcting Deficiencies I

Gather information

Avoid biases Give prompt

feedback Describe

deficiencies Explain

consequences

Be Professional Identify causes Request solutions Express

confidence Desire to help Reach an

agreement

Guidelines For Correcting Deficiencies

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)

Correcting Deficiencies I

Get your facts straight before addressing an issue

Inquire about the timing, frequency, consequences, preceding events, and scope of the problem

Speak to the persons directly involved with the issue

Gather Information

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)

Correcting Deficiencies I

Avoid assuming that the problem is a lack of motivation or competence

Multiple reasons exist for poor performance (e.g., situational causes = unexpected events, internal causes = inexperience, external causes = failure of others)

Avoid Biases

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)

Correcting Deficiencies I

Give corrective feedback soon after the problem is noted

Deal with improper behavior immediately or as soon as possible

Do not delay feedback to avoid problems from getting worse

Give Prompt Feedback

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)

Correcting Deficiencies I

Briefly described specific examples of deficiencies

Identify what was done, where and when it occurred

Avoid exaggeration of issues, be brief and specific in describing undesirable behavior

Describe Deficiencies

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)

Correcting Deficiencies I

Feedback is more useful when certain behaviors are discouraged to avoid important consequences

Describe how the issue affects others or their work

Describe how the issue affects the success of the project and your personal concern for it

Explain Consequences

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)

Correcting Deficiencies I

Stay calm and professional

Give feedback without expressed anger or rejection which undermines problem solving

Do not place blame or unleash insults, criticize the behavior not the person

Be Professional

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)

Correcting Deficiencies I

Identify reasons for undesirable actions

Seek the person’s explanation for the behavior, rather than jumping to conclusions

Ask what the person would do differently in hindsight and what lessons were learned

Avoid citing personal attributes like poor judgment, irresponsibility, or lack of motivation

Identify Causes

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)

Correcting Deficiencies I

Ask the person for possible solutions for the problem

Let them take responsibility for their actions and solving problems

Encourage the person to brainstorm multiple remedies rather than just one

Build on their ideas and mutually derive a sound course of action

Request Solutions

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)

Correcting Deficiencies I

People with low self-confidence are least likely to improve following mistakes

Leaders can build people’s confidence by believing that difficult tasks can be overcome with concerted effort, despite our past failures

Express Confidence

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)

Correcting Deficiencies I

Express a sincere desire to help the person improve

Use your knowledge, experience, influence, or contacts to help

Help people identify problems, new perspectives, and alternative solutions

Desire To Help

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)

Correcting Deficiencies I

Identify concrete action steps to be taken to help the person resolve the problem

It is not enough to tell someone to “just do better”

Remember to include in action steps you will take to help the person solve their problem

Summarize your discussion and verify understanding

Reach An Agreement

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)

Task-Oriented Behaviors

Correcting Deficiencies I

Correcting performance deficiencies can be challenging

Guidelines for Correcting Deficiencies I provide a thoughtful approach to addressing behavioral issues or poor performance

Apply these guidelines to correct undesirable behaviors and performances

Summary

Leadership Development

Correcting Deficiencies II

Our next module discusses guidelines to deal with specific situational deficiencies

Next Topic…

Task-Oriented Behaviors

G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 124-128

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