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Correcting Deficiencies I . APAMSA Leadership Development Module . Correcting Deficiencies I. Task-Oriented Behaviors . Correcting performance deficiencies is a difficult responsibility People fear criticism because it threatens their self-esteem or may imply personal rejection

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correcting deficiencies i

Correcting Deficiencies I

APAMSA Leadership Development Module

correcting deficiencies i2
Correcting Deficiencies I

Task-Oriented Behaviors

  • 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

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

task oriented behaviors
Task-Oriented Behaviors

Leadership Challenge (16)

  • 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
correcting deficiencies i4
Correcting Deficiencies I

Guidelines For Correcting Deficiencies

  • 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

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

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Correcting Deficiencies I

Gather Information

  • 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

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

correcting deficiencies i6
Correcting Deficiencies I

Avoid Biases

  • 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)

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

correcting deficiencies i7
Correcting Deficiencies I

Give Prompt Feedback

  • 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

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

correcting deficiencies i8
Correcting Deficiencies I

Describe Deficiencies

  • 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

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

correcting deficiencies i9
Correcting Deficiencies I

Explain Consequences

  • 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

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

correcting deficiencies i10
Correcting Deficiencies I

Be Professional

  • 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

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

correcting deficiencies i11
Correcting Deficiencies I

Identify Causes

  • 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

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

correcting deficiencies i12
Correcting Deficiencies I

Request Solutions

  • 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

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

correcting deficiencies i13
Correcting Deficiencies I

Express Confidence

  • 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

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

correcting deficiencies i14
Correcting Deficiencies I

Desire To Help

  • 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

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

correcting deficiencies i15
Correcting Deficiencies I

Reach An Agreement

  • 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

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

task oriented behaviors16
Task-Oriented Behaviors

Summary

  • 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
leadership development
Leadership Development

Next Topic…

  • Correcting Deficiencies II
    • Our next module discusses guidelines to deal with specific situational deficiencies
task oriented behaviors18
Task-Oriented Behaviors

Sources

  • G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 124-128
  • Free Management Library
    • www.managementhelp.org/ldrship/ldrship.htm
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