I have huge compassion for really good managers who take over the leadership of a team from a “manager from hell”. You know the person I mean – he is aggressive and rude; he gets off on humiliating people; he uses threats to get what he wants; he uses gaslighting to manipulate people; and he has left behind him a team that is anxious and has gotten into the habit of making fear-based decisions. So now this chapter is behind them – thank goodness! And a new manager, with great people skills, has been brought in to rebuild the team and turn things around.

It is enormously frustrating when you are a leader who has a genuine open door policy, who genuinely wants people to make decisions, and who genuinely wants people to take the initiative, to receive feedback that his or her people are not doing these things because they still fear the consequences.

Fear is an insidious thing. It is easy to instil and difficult to dispel. It is just not enough for a leader to be an all-round good person. It is just not enough for a leader to know that he or she did not create the fear. The challenge to the new leader is to deliberately create an environment in which fear becomes a thing of the past, everyone has gotten over it and people are taking decisions and risks that are appropriate to their level of responsibility and authority.

I had a client who was battling with the residue of fear that was created more than four years ago – and people were still behaving as though the cause of the fear were present! It was as though fear had been woven into the very fabric of the business. The challenge to the current leadership was to create something different, and this cannot be done through good intentions alone.

So what would it take?
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1. The entire team needs to be on board. Let’s assume that you lead the management team of a business – they all need to be committed to creating a high-performance, empowering, fear-free environment. The best way to do this is to workshop the following:
a. What is the current truth about the climate in this team/business? Get into detail. Drag all the dirty laundry out into the open. Name the elephants in the living room. Also identify what is good about the current truth because you don’t want to lose that.
b. How do we want things to be? Describe the climate, the relationships, how people will work, how people will make decisions, how people will innovate and initiate change.
c. What is creating the gap between the current truth and how we want things to be?
d. What do we (as leaders) need to change or do differently in order to realise our desired situation?
e. How (and how often) will we review our progress? 

If you are the manager of a team of non-managers, the same process applies – the team is reaching agreement on how we will do things around here, and you are receiving input on how your team would like to be managed in order to bring out their best.

2. Ensure that your plan of action (d above) addresses the following:

1. How will we clarify the parameters within which people at each level should be making decisions? What decisions should be made at what levels?
2. How will we develop the decision-making skills of team members? Will we provide training? Coaching? Some combination of the two?
3. How will we handle it if a team member takes the initiative or takes a decision and it is a mistake? How will we resolve the mistake? How will we support the team member? How will we make it safe for the team member to make decisions/take the initiative in future even though a mistake has been made on this occasion?
4. How will we create the habit of having learning conversations in which we review our performance? The After Action Review (AAR) is a useful format:
   1. What did we set out to do/achieve?
   2. What actually happened?
   3. What worked well?
   4. What didn’t work well?
   5. What have we learned?
   6. What will we do/change going forward/in future?
      
      ​It is helpful if you make one of your own gaffs the subject of the first AAR as it demonstrates to the team that you are fallible and that you are not afraid to hold your own actions up to scrutiny. This will show the team that if you are not afraid there is no reason for them to be afraid.
5. When team members bring a decision to a manager, how will that manager coach the team member so that, ultimately, the team member makes the decision and learns in the process?
6. How will we give recognition to people when they take the initiative or decisions that they were previously reluctant to take? Will we acknowledge this publicly? Will we send an email acknowledging it? Will we make a point of going to their desk to acknowledge them?
7. How will we handle it when a manager is taking decisions that should be taken at the level below him/her? Will we remind him to push the decision back down? Will we hold her accountable for empowering her team members?
8. Take every opportunity to demonstrate that you are as good as your word:
   1. Ensure that your responses are controlled and supportive when people mess up – and they will.
   2. Don’t be afraid to hold your own mistakes up to scrutiny – it makes it safer for everyone else to do so.
   3. Defend your team from outside criticism.
   4. Share praise with your team and celebrate success.
9. Make your workplace a fun place to be. Make laughter a feature of your environment. People think better when they laugh. They enjoy themselves when they laugh. People work harder when they are having fun and are more inclined to put in extra effort. People who are having fun are not paralysed by fear – they are energised.

​There has been some interest in the notion that fear is a notorious performance inhibitor, and I have had some interesting questions about how one can bring about improvements to the performance of underperforming managers without invoking fear.
Let’s look at some background. If you are noticing that a manager is underperforming, chances are this is because you have noticed that she is not delivering on a performance expectation that is perfectly clear in your mind – in other words, what she is delivering falls short of your expectations.
It has been my experience that managers have the greatest difficulty handling such issues with the managers who report to them. I think there may be some ego issues – it is difficult to acknowledge that you may have put the wrong person into the job. They may have difficulty defining what it is a manager should be doing in order to deliver on expectations. I think they may also have difficulty having these difficult conversations. They are stressful and they make you anxious. But consider this: will yelling and losing your temper change anything? No – in fact, it will probably make things worse. Will leaving well enough alone and hoping for the best work? No – and you will have the further impact of disillusioning the rest of the team with your failure to take action.
The ability to correct underperformance without using threat or fear depends on the following:

1. The performance expectation must be clear in your own mind. You need to be able to describe it in clear, specific, measurable or observable terms.
2. The performance expectation must be as clear in your team member’s mind as it is in yours. You must have articulated your expectations in a series of discussions with your team member, and your team member must be able to describe the following accurately:
   1. What must be done / what must be delivered?
   2. How it must be done?
   3. When, how often and by when it must be done?
   4. What must be done when it goes wrong?
   5. How is performance measured?
   6. What is the impact of falling short of expectations, and what will be expected if this happens?

If you have not heard these expectations from your team member’s own lips you do not know if she has the same picture of the expectations in her mind as you do in yours.

1. The performance expectation must be monitored regularly and the team member must be given regular feedback on her performance in comparison with the expectation.
   1. She needs to know where she is meeting expectations and where she is falling short.
   2. She needs to have the opportunity to think through and discuss the possible reasons why she is falling short.
   3. She needs to have the opportunity to think through and discuss what she needs/needs to do in order to bring performance back up to expectations.
   4. She needs to know what may happen if she continues to fall short of expectations.
   5. She needs to be encouraged to keep trying and be reminded that she has your support.
2. You need to be sure that you have done all that can reasonably be expected in order to enable her to reach the required levels of performance:
   1. Have you ensured that she has the necessary skill? Have you provided training/coaching in the event that there is a skills problem?
   2. Have you made sure that performance to the standard is recognised and acknowledged (or is it ignored or even punished in some way)?
   3. Have you ensured that there are no obstacles to performance – everything that is required to do the job is in place and works (equipment and technology works and is suitable for the job, the information required is available timeously, the necessary people and other resources are available to do the work, etc.)?
   4. Have you given regular feedback on progress – including noticing when progress is made and saying something when there is insufficient progress?

If you have done all of the above and are still not happy with the performance of your team member it is appropriate to have a conversation that clarifies that meeting the performance expectation is not negotiable.
There are some steps to follow:

1. Get your mind right – do not have this conversation if you are angry and uptight. Do your preparation.
2. Articulate the performance that is expected and describe how it continues to fall short.
3. Remind the team member of the things you have done in order to give her the best chance to succeed.
4. Ask if she thinks there is anything else you should be doing in order to enable her to succeed. Discuss this and agree if this is reasonable or not. If it is a reasonable request, agree to the action. If it is not a reasonable request, say so and give a reason.
5. Clearly state that meeting the required standard of performance is non-negotiable, and the deadline by which such performance must have been achieved. Also describe what you will have to do in the event that the team member continues to fall short of expectations. This may include taking disciplinary action. Indicate your reluctance to go this route and that you hope it will not be necessary.
6. Make yourself available in the event that the team member requires any further support from you.

In your dealings with the team member, make sure that you remain calm and that you never threaten. Advising someone of the consequences of continued underperformance is not a threat – and there should be no threat in your tone. It is a statement of fact – that no manager can be expected to tolerate prolonged underperformance from any team member. Be sure that you are prepared to follow through.
In all of this, it is so important to remember that we are dealing with people, and compassion is key. We are living in tough times, and people are struggling with all sorts of things that we know nothing about. Discussions relating to the possibility that someone may lose their job are not to be taken lightly. While it is never a good idea to allow underperformance to run too long, it is important that you can look yourself in the mirror and know that you have done everything you can, and more, to help this person perform as required.
A word to the wise – it is preferable to have the first of these conversations as early as possible. The longer underperformance is allowed to persist, the greater the difficulty in correcting it – after all, your silence and inaction implies that the performance is okay.