Performance Tracking and Feedback

A reader writes: Two years ago, I began managing Craig, who had been doing the same tasks day in and out for a decade. He hadn’t adapted to new technology, best practices, or industry trends. My first order of business was to coach him and challenge him to grow and learn. For more than a year, we built up a great trajectory. People saw how much his work improved and commented on it frequently, and said he seemed revitalized in many ways. His progress gave me a lot of hope that he could become good at the modern demands of his role. Then about six months ago, Craig suddenly reverted to his old patterns. It was as if the prior year of progress got completely wiped out. On…

A reader writes: Our local business group/Chamber of Commerce had a luncheon today to hand out awards to the business community. My business was nominated and picked for an award. As I only have four employees, I closed the business for the afternoon and had them join me for the lunch and award ceremony. As the luncheon was finishing up, I left the room to go get my picture taken with the other award winners and then left. I had let my employees know they could leave at anytime and would see them tomorrow. Shortly after I got back to my office, I received a text from a fellow friend/business owner, saying I had better check out the Chamber’s Facebook page. When I looke…

A reader writes: Recreational marijuana is legal in my state, but I don’t necessarily want my independent retail store to smell of it, given that we want to give our customers a pleasant shopping experience. I myself get migraines and other adverse health effects from the strong smell of it and cigarette smoke, not to mention that I’m asthmatic, but I don’t want to police my employees in their free time. However, my employee has started to arrive at work reeking of it. Their belongings and their personal space radiate the smell by at least 10-20 feet, so between them being at the front and their belongings in the back, half the store smells of it. I am very new at mana…

A reader writes: I supervise two employees, Charlie and Lucy, and share a third, Linus. Lucy has strong weeks and weaker weeks, overall fine, but needs regular reminders and is far from perfect. Charlie is new but a really solid employee. He has been having some personal issues that were affecting some of his reliability at work — coming in late and falling asleep. (He would stay late to compensate, and I have zero concerns with the quality of his work.) He and I have met about it a couple of times and we had discussed some possible aids and solutions. Overall, I believed it would be a fairly temporary issue, so I had given him some slack. HR was aware of it, and I ha…

There will be more posts than usual this week, so keep checking back throughout the day. A reader writes: A while back, an employee who reported to me (I’m a man) became visibly pregnant soon after she started. But she never brought it up. Not with me, not with HR, not with anyone. I didn’t ask her about it, though nearly everyone else in our office asked me. I cringed when I responded since it was obvious she was pregnant but I felt that I needed to protect her privacy. I felt like I was walking around on pins and needles with this very obvious elephant in the room. Her job description included occasionally lifting objects up to 40 pounds and the only way I treated he…

It’s five answers to five questions. Here we go… 1. My employee dropped the ball on something major while I was away I am the executive director of a small charity. I had the opportunity to support my mom on a three-week holiday in Europe, all expenses paid. My organization had six months notice and I usually end the year not using any vacation time. So no questions or concerns about being away. I brought all the tools to stay in touch with the team. Unfortunately my go-to staffer who was slated to take on three major fundraising events during that time got sick the first week and had to cancel our participation in two of the three events. I’m totally gutted and frust…

This post was written by Alison Green and published on Ask a Manager. A reader writes: We work in a completely open plan office, and are a PR/ creative services agency. There are separate meeting rooms, and two banks of unused desks round the side of the kitchen which feel slightly separate from the main seating area and are often used for hot desking or ad hoc meetings. We are mandated in the office three days a week. The guidelines are for everyone to be in Monday and Wednesday (these are our anchor days), and for teams to make an effort to choose the same third day to maximize the chances for in-person working on office days. We’re a small staff of around 25, so on…

A reader writes: I manage an employee who, to put it frankly, has a bad attitude. Negative about everything: our job, our clients, life in general. A constant rain cloud. He brings down morale quite a bit, and other employees have made comments to me about how hard it is to work with him. Where I struggle is that I have a lot of sympathy for him and the many health problems he has been facing the last few years. He was in a car accident that he sustained pretty big injuries from, was diagnosed with a chronic disease which causes him constant pain, and also has had to deal with the sudden loss of a sibling. I feel like I would kind of hate the world, too. How do I addres…

A reader writes: I recently hired a new administrative employee. His job is to answer phones, greet guests, and complete various tasks I assign to him. His customer service skills are strong, but his attention to detail is very weak. I have given a lot of feedback and training, but he continues to make basic mistakes and misses almost every deadline I give him. But he is constantly telling me how great of a job he’s doing. He routinely tells me things like, “You are going to be so happy when I show you what I’ve done for you!” or “You are going to love me, I am making your life so much easier!” and then hands me a report that I have to spend a half hour correcting. Yest…

This post was written by Alison Green and published on Ask a Manager. A reader writes: One of my employees, “Pam,” has been having pains that I won’t specify for the sake of anonymity. Her condition is degenerative but can be managed quite successfully through physical therapy and occasional steroid injections. I happily made several doctor-recommended accommodations and alterations to Pam’s workspace, at the expense of the company, to make the eight hours a day she spends here more manageable. Pam went to several weeks of physical therapy sessions, but then stopped going because it turns out physical therapy “isn’t really enjoyable for me” (is it for anyone?). She als…

This post was written by Alison Green and published on Ask a Manager. A reader writes: In my small, fast-paced company, I have two employees in admin roles, Amelia and Molly. They were hired at the same time about five months ago and work in the same office (literally one room — we’re looking for a bigger space) in a different state from me and our main office. They’ve hated each other from week one. Amelia is standoffish and quiet. Molly is loud and overbearing. Despite their personality clash, both do great work! They learn fast and don’t make many mistakes. My issue is Molly. She’s very needy and gossipy. I have constant demands on my schedule and don’t have a lot …

A reader writes: I am a manager of a small team at a midsize company. Recently, one of my best performers (Jan) had a dip in morale. During Q4, we had an opening come up that would be a small promotion for her, but we were told we couldn’t fill it until the new fiscal year. She was told by me and other managers to continue performing at a high level and was given additional responsibilities to prove herself. We all felt she was a shoo-in and even told her this during her annual review. Unfortunately, the new fiscal year came around and we could not promote her. Senior management wanted to bring in an external hire. The senior manager wants to move Jan to a new team whe…

A reader writes: I’m a (decently) new manager, and I’m struggling with one of my employees. They come from a freelance background but wanted stability so they applied for this job, which is a salaried role. Let’s say the hours are 9-5. We can be flexible with start times as long as it’s reasonable and we’re communicated with, but employees must work their full hours. For some reason, this employee seems to think that when their immediate work is done, it is done and they can go home. That’s not the case, and especially not so because in this line of work, work is really never done. They have many colleagues who could use a hand, and there are other things they could p…

A reader writes: In February, I changed companies and took on a manager position for the first time as the current manager was being promoted. While the exiting manager introduced me to the different people I would be supervising I was taken aback when “Benjamin” immediately assured me that despite looking like he was 21 or 22, he had worked there for years. If you had asked me to guess his age, I would have said 41 or 42. In the moment I was stunned, not sure if it was a joke, and just said I looked forward to working with him. Later the exiting manager told me that he’s been doing that for years. The first time at a lunch meeting with a potential client, Benjamin made…

This post was written by Alison Green and published on Ask a Manager. A reader asks: One of my employees is positioning himself to move up in a couple of years. He would still report to me, but the working relationship would be a little different, and it could have a major impact on my work and the organization if that relationship is toxic. The problem is that he thinks he is a lot smarter than me. He apparently read something about “managing up” and now he is trying to manage me. He is very, very bad at it. His attempts to manipulate me are clumsy, but he doesn’t realize that I know what he is doing (because he’s sure that he is much smarter than me). There’s also som…

This post was written by Alison Green and published on Ask a Manager. The site is having some server issues today so while we work on those, here’s an older post. This was originally published in 2019. (And hopefully everything will be back to normal shortly.) A reader writes: I’m a mid-level college administrator. One of my direct reports is positioning himself to move up in a couple of years (from department member to department head). He would still report to me, but the working relationship would be a little different. I need to work closely with department heads, and it can have a major impact on my work and the organization if that relationship is toxic. The pro…

A reader asks: I caught my employee skipping work to nap at home when she said she was meeting with a potential client. It was total happenstance; I happened to meet the potential client at a social event that night. When I asked my employee the next day why the client had no idea who I was or what our company did, the truth came out: she hadn’t met with anyone, she’d gone home to take a break and a nap. She apologized for lying, but said she’d been feeling burned out and was struggling with seasonal depression. She is my top performer and best employee all around, and we are coming off of our busy season, so a little burn-out is understandable. She volunteered that she …

This post was written by Alison Green and published on Ask a Manager. A reader asks: I manage a team and have run into a problem with “Bob,” one of my employees. Bob loves this job. Tells me almost every day how much he loves being at this company. But as much as he loves his job, he’s not very good at it. He’s gotten us incorrect information and turns in incomplete notes. He tries to tackle more and more projects, but it’s leading to him misinterpreting information, making erroneous conclusions, and generally dropping the ball. His colleagues are frustrated because they cannot rely on his research — it often results in more work for them as they fact-check his informat…

A reader writes: I recently took over managing a team, and have some concerns about one of my employees, John, who was hired by my predecessor. He is pretty good at what he does, but he is super slow at producing finished work. He rarely meets deadlines and if I don’t micromanage him every step of the way on a project, it won’t get done. At first I assumed he just had too much on his plate, so I’ve taken over a decent chunk of his work and made sure that everyone else on staff keeps me in the loop when they need his help. So now I know exactly what’s on his plate and how long it should take to do it – and he takes much longer than he should on most tasks. I’ve been try…

A reader writes: I run a small business that supplies a product to major companies. To keep the details anonymous, let’s say that we supply garments to a few mid-tier clothing retailers that you can buy in the mall. The problem is that one of my employees two levels down (he reports to someone who reports to me), Dave, behaves as though we’re making clothing for Gucci or Prada. This causes enormous production headaches. It means everything moves much more slowly through his department, because he is extremely conscientious about quality. That is admirable, but it results in things like being short with our subcontractors because they have not produced the products to his…

A reader writes: I have a newish direct report. He’s generally pretty good and is always supportive and encouraging towards his team, which is great. He’s also always encouraging and supportive towards people more senior to him, including me, which is getting less great. I hear a lot of, “Excellent spot!” when I point out a mistake. Or, “That’s a really good idea, [MyName]” or “‘that’s a great suggestion, thank you,” in an encouraging tone of voice, or “that’s a really good point” when actually it is not a particularly good point and all I said was X is unclear and he needs to rewrite it. Yes, I did make a good suggestion! It is my job as manager to make good suggestio…

This post was written by Alison Green and published on Ask a Manager. A reader writes: About four months ago I hired a new employee, Arnold. He interviewed very well, and the other interviewers on the panel agreed he was the best candidate. However now I am starting to see some serious gaps in ability. The biggest issue is that Arnold totally forgets entire conversations we’ve had. Some examples: • I told him in June that he needed to plan the agenda for the team meeting in late July. A few weeks into July, I asked how the agenda was coming, and he said that was the first time he heard about it. I pointed him to our shared notes document from our 1:1 conversation in Ju…

This post was written by Alison Green and published on Ask a Manager. A reader writes: I own/manage a business, let’s say a retail heath care equipment supply company that is located in a larger health care campus. I have multiple employees, and for a six-hour shift they get two 15-minute breaks. It isn’t intense or overly physically exhausting work, but I realize it is nice to step away for a few minutes. No problems until a few weeks ago when I hired “Deleana.” She looked great on paper so I hired her. Come to find out she is a smoker. Recently we had a meeting about her ongoing tardiness from breaks and the possibility of disciplinary action, up to and including ter…

A reader writes: I’m dealing with two issues from the same event with the same employee. I am the manager for a warehouse distribution center for a larger company. For our holiday party, I handed out RSVP cards with a choice of one of three dinners for the employee and a guest a few weeks ahead of the party so we knew of a count for the meals and we could pre-pay. The dinner was at a somewhat upscale location (a country club). I was somewhat surprised when one of my employees (Kyle) showed up not only with his wife, but also a 5-6 year old child/grandchild. After the meal and while I was making a speech about how the company was doing, work anniversaries, etc., the chi…

It’s five answers to five questions. Here we go… 1. My employee smells like smoke and it’s making me sick I supervise a small research team, and one of my researchers is especially engaged and productive. They’re deeply invested in our work, and our meetings are usually energizing and full of great ideas. I really value their contribution and want to keep supporting their professional growth. The problem is that this researcher is a heavy smoker, and the smell of smoke lingers on their clothes. I have smoke-induced asthma, and after each in-person interaction I end up coughing, wheezing, or even needing to take a sick day. Unfortunately, due to the nature of our work, …