Chapter 13
 When Team Members Don’t Make the Grade

In This Chapter

• How leaders identify potential problems
• Salvaging a team member
• When formal disciplinary action is required
• The last resort: handling termination

It’s going to happen. No matter how good a team leader you may be, there will be team members who don’t meet standards and pull down the team’s effectiveness. Just as the coach of a professional sports team is alert to changes in the behavior of all of his players, so the team leader must be sensitive to any changes in his or her team that portend trouble in the making.

In this chapter we’ll look at why some team members don’t succeed, suggest steps that might correct the situation, and, if that doesn’t work, how to discipline and, if necessary, terminate unsatisfactory team members.

Identify Potential Problems

“An ounce of prevention is worth a pound of cure.” This old adage sums up how to deal with problems better than any modern dictum. By looking for early indicators, poor performance, deteriorating work habits, or conflicts between members, problems can be identified and steps taken to avert them before they become really serious.

This does not mean that the leader should jump in at the first sign of a problem, but he or she should note it and watch that member carefully. It often may be a temporary aberration that will go away without intervention.

When Members Signal Problems

Most people don’t change suddenly from good workers to poor producers. The change is usually slow and sometimes imperceptible until it’s almost too late to stop it. Team leaders should look for amber lights—warning signs—and intervene as early as possible. If it is not dealt with at that time, the amber light will turn red—danger—and it may be too late to handle it without taking drastic steps.

Following are some amber lights that members turn on:

• Drop in productivity. Everybody slows down from time to time. Joe has a bad cold, his work suffers; Maria’s in a bad mood, she barks at her teammates; Lil’s mother is ill, she can’t concentrate on her work. These kind of slowdowns will happen in any team. Usually when Joe’s cold is cured, Maria’s mood changes, and Lil’s mother recovers, each goes back to normal productivity. However, if Joe’s productivity continues to decline—perhaps slowly over several weeks—there is probably a more serious reason, one that must be addressed or the work of the team will be affected.
• Decline in quality. Sarah has always been a meticulous individual. She rarely turned in work that wasn’t letter perfect. Over the past several weeks, two of her reports had to be redone because of errors, and her current assignment is overdue because she misunderstood a key instruction.
• Increase in absence and lateness. Chuck, who rarely was absent, called in sick four times last month—each on a Friday. Pat, who lives 10 minutes from the office, was late twice last week and once this week—with flimsy excuses.
• Change from positive to negative attitude. Carol, who had always been optimistic about team projects, is nitpicking and finding fault with every assignment.

Team leaders who recognize these symptoms can take action to identify the reason the individuals involved have changed behavior, and work with them to overcome the problem.

When the Team Signals Problems

Sometimes the problems that may be signaled relate to teamwork. Sure, they are manifested by individual members, but involve more than their personal performances. If only a few members exhibit the following indicators, treat it as an individual situation. However, if a significant number of members are involved, it should be dealt with on a full-team basis.

Some signs of potential team troubles are

• Members put their personal agendas ahead of the team’s. They seek individual recognition and promote themselves at the expense of other members.
• Members are pressured to go along on decisions to which they object. The pressure may have been applied by the team leader or by more dominant team members. The result: Their resentment may lead to an implosion in the team.
• Some members sit back and let others carry most of the team’s work. They never volunteer and only do what the leader orders them to do.
• Some members make it a point to find fault with every decision and, if they lose the battle, go along with the project halfheartedly.
• Some members consistently fail to meet deadlines. This may be due to lack of enthusiasm for the project, or it may be that the team is really overburdened with work.
• There is constant bickering among team members.

Salvage the Situation

Once the problem has been identified, the team leader must take action to alleviate it. Start with the member who has the problem. Even team-wide problems can be overcome if the key members who have caused the problem are targeted.

When the Problem Is Technical Competence

One of the common assumptions in making assignments is that the members who will do the work have the capability of performing it—and this is usually true. Members are chosen primarily because of their job knowledge. But often, as projects become more complex, there may be members who are weak in some areas. Some may have not have kept up with the technology; others may have concentrated on some phases but have only cursory knowledge of others. The team leader must quickly identify the limitations of each member.

Asking the members if they’re able to take on the assignment is not enough, Many people—especially if they’ve worked in related areas—may think they have the know-how, but don’t. Others may be reluctant to admit lack of knowledge.

These type situations can be minimized by

• Making a practice of quizzing each member assigned to a new project on his or her knowledge and experience in that area. By making it a routine practice, when members are quizzed they will not feel you are doubting their capability.
• Before starting on the project, conduct a refresher program covering the type of work involved and the methods and procedures to follow, and give members the opportunity to ask questions without fear of being looked down upon as unqualified.
• Determine which members need shoring up in some aspects of the project and arrange for special training or coaching right from the beginning. This will prevent errors, slowdowns, and potential problems.
• Monitor the project carefully during the first phase. Observe which members are having problems and what type help they need—and provide it.
• If one or more members need more personal attention than you have time for, ask some of the more knowledgeable associates to mentor them.
• If several members are having difficulties with the assignment, arrange for added training—even if it requires training sessions after normal working hours.

Coaching and mentoring were covered in detail in Chapter 8. A discussion of training methods will be found in Chapter 23.

When the Problem Is Personal

There’s no way that personal problems can be totally divorced from job performance. When people come to work, they can’t store all of their personal worries in their lockers and forget about them until they check out at the end of the day. These worries and concerns are with them all of the time—and they do affect the way they work.

Refer to Chapter 11 for some specific steps that can be taken by team leaders in dealing with personal problems.

When the Problem Lies Within the Entire Team

Most of the time team problems are caused by ringleaders—domineering team members who influence their associates to follow their agendas.

If the team leader can win over the ringleaders, much of the dissension will end. This is not easy. Members of this ilk are usually difficult to persuade. But it’s worth a try.

Here’s how Bonnie, team leader of a customer service team, dealt with Clyde, a team member who dominated her team.

Clyde had persuaded several of his associates that they were being treated unfairly when they were asked to learn the jobs of other members. He argued that if every member could do the work of every other member, they wouldn’t need as many people and some would be let go. Clyde, as their spokesman, told Bonnie that the members would refuse to take the training.

Bonnie could have ordered the training and insisted that all members participate. She could have disciplined or even fired Clyde for insubordination, but she took a different path. She recognized that disciplining Clyde would only exacerbate the situation. She chose to win Clyde over.

Over the next few days, she spoke to other team members, who expressed their feelings of insecurity and told her how they admired Clyde for pointing the negative consequences out to them.

Bonnie arranged a private meeting with Clyde. She asked him to express all of his concerns about the program and in a calm way refuted most of them. She showed him a plan for expansion of the team’s activities that would enable all members to grow. She pointed out how the cross-training was the first step in a long-term team development program. She wound it up by asking him to give further thought to it before a team meeting about the proposed training that she was scheduling for the following week.

During the week, Bonnie noted a change in the team’s attitude. At the meeting, Bonnie presented the entire program to the team. She held her breath when Clyde raised his hand, but to her joy, he endorsed the plan. By bringing Clyde into the whole picture, Bonnie converted him from a ringleader of dissidents to the cooperative informal leader of his associates.

This, of course, doesn’t always work. If ringleaders become antagonistic and interfere with team progress, remove them from the team if possible.

Formal Disciplinary Action

When team members violate company rules, most companies follow a standard procedure to try to get them back on track, or if this doesn’t succeed, to punish the offender. This is generally referred to as progressive disciple.

Typically, progressive discipline is a five- or six-step procedure:

1. An informal warning or reprimand. The team leader talks to the offender, usually at his or her work station; discusses the problem; and cautions that it should not be repeated.
2. A formal disciplinary interview. This is usually held in the team leader’s office or a conference room and the offender is put on notice that future violations will not be tolerated.
3. A written warning is given to the offender. Copies are placed in appropriate files. This step is sometimes included as part of the formal disciplinary interview.
4. Probation. The employee is told to shape up over a specified period of time.
5. Suspension. The member is suspended without pay for a specified period of time.
6. Termination. Bye-bye, member.

How these steps are implemented is discussed below.

Effective Reprimands

When you, as team leader, note a member’s violation of rules, let’s say, tardiness, you call it to the member’s attention in a casual way. These chats are friendly, but firm, and are not part of the progressive discipline procedure.

The first official step in the progressive discipline system is often called the oral, or verbal, warning: You take the team member aside and remind him that the two of you have previously discussed his lateness and that, because he continues to come to work late, you must put him on notice that tardiness cannot be accepted on your team. Inform him of the next steps you’ll take if the behavior continues.

When preparing to reprimand someone, to ensure that the reprimand is conducted in the most effective manner, study the following guidelines:

• Time the reprimand properly. As soon as possible after the offense has been committed, call the member aside and discuss the matter in private.
• Never reprimand when you’re angry. Wait until you’ve calmed down before talking to the member.
• Emphasize the what, not the who. Base the reprimand on the action that was wrong, not on the person.
• Begin by stating the problem and then ask a question. Don’t begin with an accusation: “You’re always late!” Say instead, “You know how important it is for all of us to be on the job promptly. What can you do to get here on time from now on?”
• Listen! Attentive, open-minded listening is one of the most important factors in true leadership. Ask questions to elicit as much information about the situation as you can. Respond to the associate’s comments, but don’t let the interview deteriorate into a confrontation.
• Encourage the team member to make suggestions for solving the problem. When a person participates in solving a problem, there’s a much greater chance that the solution will be accepted and achieved.
• Provide constructive criticism. Give the team member specific suggestions, when possible, about how to correct a situation.
• Never use sarcasm. Sarcasm never corrects a situation; it only makes the other person feel inadequate and put upon.
• End your reprimand on a positive note. Comment on some of the good things the person has accomplished so that he or she knows that you’re not focusing only on the reason for this reprimand, but are addressing total performance. Reassure the person that you look on him or her as a valuable member of the team.

Disciplinary Actions

If an employee repeats an offense after receiving a verbal warning, the next step is the disciplinary interview. In some systems the written warning is given as part of this step; in others it is a separate step taken if the member repeats the offense yet again.

This interview differs from a reprimand in that it is more formal. The verbal warning is usually a relatively brief session, often conducted in a quiet corner of the room. A disciplinary interview is longer and is conducted in an office or conference room.

A disciplinary interview should always be carefully prepared and result in a mutually agreed-upon plan of action. Whereas a plan of action after a verbal warning is usually oral, in a disciplinary interview the resulting plan should be put in writing. It not only reminds both the leader and the team member of what has been agreed upon but also serves as documentation.

In administering the disciplinary interview, follow the same guidelines as suggested for the reprimand. However, as this is more formal, comments, questions and the suggested plan of action should be written, with a copy given to the member, a copy kept in the team leader’s file, and a copy sent to the human resources department for the member’s personnel file. This is important because if any legal action should ensue from the disciplinary action, this report will serve as documentation to support the position of the team and the company.

Similar distribution should be made of any written warnings—whether issued as part of the disciplinary interview or at a later time.

Probation and Suspension

Until now all attempts to correct a team member’s performance or behavior have been positive efforts by the team leader, who has provided advice and counsel. If nothing has worked, the next step is to put the team member on probation.

This step gives the associate one more chance to shape up before some form of punishment is invoked. Most people take probation seriously.

The two primary reasons progressive discipline is necessary are poor performance and poor conduct. If performance is the problem, probation is the last step before termination. If despite all the retraining, counseling, and coaching the team member fails, probation is one last chance to overcome the problem over a definite period. If this doesn’t help, suspending the member won’t help. If the member can be transferred to a more suitable job, do so; if not, there is no other choice but to terminate him or her.

Probationary periods vary from as few as 10 days to the more customary 30 days and sometimes even longer. If an employee makes significant progress, the probation can be lifted. If he or she reverts to poor performance after the probation is lifted, you can reinstate the probation or resort to the next step.

When the reason for probation is not job performance but violation of company rules, such as absenteeism, tardiness, or other misconduct, most companies invoke some sort of punishment.

Up to now in the progressive discipline system, there has actually been no punishment. Each step has been a warning with the implication of potential punishment. If probation hasn’t solved the problem, the most commonly used form of punishment, short of termination, is suspension without pay.

Although team leaders often have some leeway in determining the length of a suspension, most companies set specific suspension periods depending on the seriousness of the offense.

Because suspension is a very serious step, union contracts often require consultation with a union representative before an employee is suspended. But even when companies aren’t unionized, it’s good practice to require approval for suspensions by both the manager to whom the team leader reports and the human resources department. There should be appropriate documentation specifying the reason for the suspension and the exact period of time involved should be made, signed by the appropriate manager, and acknowledged by the suspended employee.

If an employee returns from a suspension and continues to break the rules, your next step may be a longer suspension or even termination.

Discipline and termination are fraught with perils. Test your knowledge of some of these dangers. Check your responses with the answers that follow the quiz. Careful! Some of these questions are a bit tricky.

1. Yes   No
   A member who is fired can sue both the company and the team leader.
2. Yes   No
   A team leader can fire a team member if he feels that the member doesn’t fit in with the team.
3. Yes   No
   Even the most informal reprimand should be documented.
4. Yes   No
   One way to motivate marginal workers is to keep them on extended probation.
5. Yes   No
   Absenteeism and tardiness can be reduced by rigid adherence to company rules.
6. Yes   No
   To make firing an employee less painful, tell him or her the reason is “reorganization” or “downsizing” rather than the true cause.
7. Yes   No
   To reduce the company’s unemployment insurance ratings, make life unpleasant for the member so he or she will quit.
8. Yes   No
   It’s wise to overlook excessive lateness if the member is a highly productive worker.
9. Yes   No
   To protect yourself and the company, keep secret files on members’ foibles.
10. Yes   No
    It’s a violation of a member’s privacy to tell other team members why an associate was fired.

Now let’s look at the answers. For many of these situations, the answer could be either “yes” or “no,” depending on circumstances.

1. Yes. Under the American jurisprudence system, anybody can sue anybody else. That doesn’t mean he can win the case. However, in cases where the court has found that the firing was the result of violations of the civil rights laws or was retribution for the employee’s “whistle-blowing,” companies and sometimes immediate supervisors have been found liable.
2. Yes. Unless it can be shown that the reason the member allegedly doesn’t “fit in” is because of race, religion, national origin, age, sex, or disability.
3. Yes. Other than routine conversations about the work, any discussion of unsatisfactory performance or behavior should be documented to protect the company in case formal complaints or litigation develops.
4. No. Probation should be a temporary expedient. If the performance does not improve after a reasonable time, the member should be removed from the job.
5. Yes. But that’s not enough. The reasons for these infractions should be identified and steps taken to alleviate the problems.
6. No. Employees should be told the real reason for termination. If not, they may later use your lie as evidence that it was a subterfuge for some illegal reason for the termination.
7. No. Such actions have been interpreted as “constructive discharge,” a legal term meaning that the circumstances that led to the resignation were so bad that it is equivalent to being fired.
8. No. Nobody wants to lose a good producer, but allowing one member to get away with excessive tardiness sets a bad example for the team. An alternative is to set up a flexible-hour schedule.
9. No. The purpose of discipline is to help members improve performance or behavior. They should know what complaints you have about them. Many firms give copies of all forms, memos, or other documents to the member.
10. No. Unless the reason is of a personal or sensitive nature. For example, if it’s made public that a member was fired for stealing, unless he is convicted of the crime, he could sue you for defamation.

Termination—The Last Resort

Members should never be surprised when they’re fired after progressive discipline. Presumably, at every step along the way they were told what the next step would be.

Because the issue of firing employees is such a sensitive one, it must be done diplomatically with full awareness of any legal implications. Ask the human resources department for advice about dealing with the situation.

Some team leaders get more upset about having to fire someone than the person who is being fired. Here are some suggestions to help prepare:

• Review all documents so that you’re fully aware of all the reasons and implications involved in the decision to terminate the team member.
• Review the problems you have had with the person and how you have dealt with them in the past.
• Review any personal problems you’re aware of that the member has.
• Review any problems you’ve had in firing other employees, and map out a plan to avoid those problems.
• Check the company’s policy manual or discuss any company rules that apply with the human resources department.
• Relax before the meeting. Do whatever helps you clear your mind and calm your emotions. If you’ve done your job correctly, you’ve made every effort to help the team member succeed. The progressive discipline system has given the person several chances to change, so you don’t have to feel guilty about the firing.

Spontaneous Termination

Occasionally, termination without warning is permitted. These occasions are rare and usually limited to a few serious infractions that are clearly delineated in company policies. Serious offenses include drinking on the job, fighting, stealing, and insubordination. Because these charges aren’t always easy to prove, be very careful before making the decision to fire someone without progressive discipline. Have solid evidence that can stand up in court. Law books are loaded with cases in which people who, because of a rash firing decision, have sued former employers for unlawful discharge, defamation of character, false imprisonment, and whatever else their lawyers could dream up.

Insubordination, which is one of the most frequent causes of spontaneous termination, isn’t always easy to prove. If an employee simply fails to carry out an order, it’s not enough grounds for termination. Unless a failure to obey instructions can lead to serious consequences, it’s better to use progressive discipline. On the other hand, if a team member becomes unruly in his or her refusal to obey, spontaneous discharge may be appropriate.

When someone is fired after progressive discipline procedures fail, an entire series of documents is on file to back it up. In spontaneous termination, however, there are no documents.

Immediately after a spontaneous termination, write a detailed report describing the circumstances that led up to it. Get written statements from witnesses. If possible, get the member to sign a statement presenting his or her side of the story. In the event that this discharge is challenged, having the terminated employee’s immediate comments will protect the company in case he or she presents a different version of what happened.

Legal Implications

Because of the concerns companies have about the legal implications of discipline and termination, team leaders should learn as much as possible about the pertinent laws.

Most leaders are familiar with the civil rights laws that prohibit discrimination based on race, religion, national origin, sex, age, and disability. These laws are discussed in Chapter 20. To ensure compliance, check with the company’s human resources department or legal advisors before taking action that can lead to termination.

The Termination Interview

When the time comes to let the member know he or she is fired, do it diplomatically. Find a private place to conduct the meeting. Your office is an obvious spot, but it may not be the best one. A conference room is better because, if the fired employees breaks down or becomes belligerent, you can walk out.

Most people who are fired expect it and don’t cause problems. They may beg for another chance, but this isn’t the time to change your mind. Progressive discipline gives people several “other chances” before they reach this point. If the employee gives you a hard time, keep cool. Don’t lose your temper or get into an argument.

It’s a good idea to have another person in the room at a termination meeting. A person being fired may say or do inappropriate things. Sometimes the team leader may become upset and say something that’s best left unsaid. The presence of a third person keeps both the team leader and the employee from losing control and from saying or doing something that can lead to additional complications.

The best “third person” in a termination meeting is a representative from the human resources department. If such a person isn’t available, call in another manager or team leader. If the employee belongs to a union, the union contract usually stipulates the presence of a union delegate.

Having a third person in the room when terminating an employee also provides a witness if an employee later sues the company. Suppose that a former employee files an age discrimination suit several weeks after being fired for poor performance. He or she claims that during the termination meeting, the team leader stated that the company needs younger people in order to meet production standards. Although the claim is false, the company will have to spend time, energy, and money to defend against the charge—and it’s never certain which side will be believed.

If a third person attends termination meetings, former employees will be less likely to file false claims because they know that they’ll be refuted by a witness.

Effect on Other Team Members

A team is more than just a group of workers. Members usually develop close personal relationships and tend to support each other. When a member is terminated, there can be serious repercussions for the remaining members.

When the team is highly motivated, the need for discipline becomes superfluous. Each member of the team becomes a support person and a motivator to other members.

If a team member is slow in some aspect of his or her work, other team members can share their working shortcuts; if someone arrives at work late or frequently takes extra time at lunch, his or her colleagues can explain that it affects their activities. The team leader often doesn’t have to reprimand or engage in formal disciplinary measures. If everyone on a team is committed to meeting its goals and is given the tools to measure their own and the team’s progress, they become self-controllers. The need for formal discipline fades into the background and is used only rarely, when all other means have been exhausted.

When a Member Is Fired

There will be times when the team’s efforts don’t succeed in salvaging a member and he or she must be terminated. If the reason is poor performance, the other members probably have long since recognized that the associate was in jeopardy. As they have tried to help him improve, and have seen their efforts fail, they know that the leader has no choice but to remove him from the job.

If the reason for the termination is an infraction of company rules, there may be some dissent if the members consider the rules to be unfair or inequitably administered.

Before making the final decision on termination, speak to the informal leaders and tell them that the member has had her last chance. If the infraction is repeated, she will have to be fired. They may volunteer to work with her to overcome the problem or they may already have given up on her. If they want to help, give them a time limit. If the offender does not change and is let go, they will feel that the decision was fair.

“Is my job secure?”

When a member is terminated, other members may feel insecure. “If Millie was fired, am I next?” If the members were aware of each of the steps taken with Millie—how every effort was made to help her improve her performance or correct her behavior, they will be less likely to worry.

Job insecurity is more serious when members quit or are downsized. This is discussed in the next chapter.

The Least You Need to Know

• Poor performance, deteriorating work habits, or conflicts between members should be identified and addressed early on.
• Team leaders should be sure that members have the skills, knowledge, and training to tackle any new project the team is assigned.
• Showing concern and listening to a member’s problem is often enough to get the member back on track.
• The first step in disciplining is an oral reprimand.
• A disciplinary interview should always be carefully planned.
• Firing employees is sensitive. It must be done diplomatically with full awareness of any legal implications.
• If you follow the guidelines for disciplinary action in this chapter, most people who are fired will expect it and not cause problems.