How to make a wake-up call to the organization's staff

A challenge for leaders: Make a wake-up call on time

I once read that success is determined by the number of awkward conversations you are willing to have in life. When you are a boss, one of the most uncomfortable moments is when you have to take charge of poor performance or when you must demand better results from your work team.

Drawing attention is not "scolding"

A properly made wake-up call should not feel like a scolding; if not as a formal conversation that serves to take seriously the agreements and rules under which the team is governed, strengthen limits and reinforce expectations. Having this type of conversation is a challenge that requires firmness, clarity and integrity so as not to cause a conflict that could harm the employment relationship.

When it is valid and when it is NOT valid to attract attention

It is not appropriate to draw attention when performance expectations have not been clearly established, when what is expected from the position is unknown or when the expected results have not been agreed in a timely manner.

If, despite having clear expectations, the collaborator is not meeting the expected performance standard; Then it is time to build up your courage and have that "awkward" conversation about it. No one likes to do it, but when done on time it helps to avoid further consequences.

Here are some tips to get attention effectively based on various organizational theories and common sense:

Always do it in private, one of the rules to protect the self-esteem of adults is: “recognize in public and draw attention in private.” 'Handle it at the moment (within the next 24 hours if possible) so that the situation continues being "malleable"; do not wait for the days to pass because it can downplay the issue. Speak clearly, avoid detours. Mention the impact poor performance has on business and team results. Pause to cause an awkward silence. This reveals the seriousness of the situation and lets you see how you feel about it without the need for sermons. Don't get caught up in the problem. Engage the collaborator and ask for their ideas to find a solution or an alternative for better results.Close the conversation by making a trust deposit in your team and let them know why you like working with them. Reiterating everyone's commitment to making things go well will help them get back on track for success.