1. 48 outcomes Winter2015 www.OutcomesMagazine.com
3. Identify the issue: Most performance issues
can be categorized in one of four areas of we call
“fit-concerns”:
• Poor attitude. The individual seems unmotivated
or disengaged. He or she is negative or sarcastic.
• Underperforming.Theindividualstrugglesinaskill
thatimpactstheteam.Heorshehasdifficultymeet-
ing deadlines, keeping commitments or providing
high quality.
• Rolechange.Theneedsoftheministryhavechanged
and the role requires a higher level of leadership
or competence. The employee does not have the
skills to meet the needs of the role.
• Employee change. The individual has grown and
needs a new challenge to meet his or her capacity,
desire and ability.
4. Setacourseofaction.Determinetheactionsteps
and timeframe that will provide the individual an
opportunity to succeed. The timeframe should
match the category of fit-concern. A bad attitude
shouldnotcontinuemorethan30days.Ontheother
hand, it may take six months to learn a new skill.
5. Clarifytheconsequences.Beclearaboutwhathap-
pensduringandafterthetimeframe.Whathappens
ifexpectationsaremetornotmet?Noteveryfit-con-
cern ends in termination. Many employees accept
thechallengewitharenewedsenseofenergy.Others
maynotbeabletobridgetheperformancegapdue
to the changes required. Whether the individual
will be taking on a new role or transitioning from
staff,theconsequencesshouldbewellunderstood.
Asourorganizationgrowsandpeoplechange,wecan
never fully eliminate fit-concerns. In order to steward
the grander vision of our organization, we need to con-
tinually invest in our people so they can maximize their
God-giventalents.Afterexpendingallpotentialavenues
ofdevelopment,wemayneedtoreleasestaffmembersto
usetheirtalentsandpassionselsewhere.Sinceweknow
changeisinevitable,wecanprepareforstaffdetoursand
transitionsinadvancesoeverystaffmemberhasanhonest
and honoring experience. This is good stewardship.
TARA VANDERSANDE has 15 years of talent man-
agement experience. She currently serves as the staff
development director at Willow Creek Community Church
(willowcreek.org), coaching leaders on how to select,
develop and deploy their people.
Want to learn more? TARA VANDERSANDE will lead
a workshop entitled “Addressing Performance Issues
with Grace and Truth” for The Outcomes Conference, CLA
Dallas 2016, April 19–21, 2016. (OutcomesConference.org)
INTERIOR REMODEL
o
ONE OF THE GREATEST MOTIVATIONS asaChristianleader
isthehopeofhearingJesussay,“Welldone,goodandfaithfulservant!
You have been faithful with a few things; I will put you in charge of
manythings.Comeandshareyourmaster’shappiness!”(Matt.25:23)
The parable of the talents extends well beyond stewarding our
financial resources. As leaders, we are entrusted with God’s most
preciousresource—hispeople.Howweselect,develop,deployand
transition our people resources matters to God.
Our ability to realize the potential God has for our organization
largely depends on the quality and engagement of our staff. Hiring
fantasticpeoplewhoaligntothemissionofourteamisnotdifficult.
Maintainingthatfantasticteamovertimeprovestobethechallenge.
As the organization’s needs change, a gap can occur between what
the role requires and what an individual is capable or motivated to
provide.Thismisalignmentresultsinaperformancegap—adecline
in attitude and performance. How and when we address the gap
determines the performance and engagement of the entire team.
Leadershiprequirescourage.Manyleadersrefrainfromprovid-
ingdifficultperformancefeedbackunderthebannerofcompassion.
Withholding truth is not compassionate, but deceitful. To walk in
trueChristlikeness,gracemustalwaysbebalancedbytruth.Candor
must be measured by kindness. We would be spared 75 percent of
our most difficult employment interactions if managers engaged in
ongoing, specific and actionable feedback. If you provide feedback
andsetclearexpectations,yourpeoplewillhavethedignifiedchoice
to either get better or decide it’s not the right role for them.
Herearefivestepsforaddressingperformanceissueswithtruth
and grace:
1. Describe the gap. Communicate the performance
issuewithcandorandkindness.Beconcise.Whatdid
youexpectandwhatdidyoureceive?Isthisapattern
oraone-timeoccurrence?Howdoestheissueimpact
the team and organization?
2. Be curious. Seek to understand all aspects
of the situation. We do not expect a doctor to
treatourillnesswithoutfirstdoingathorough
examination.Thisisalsotruewhenconfronting
a performance issue. Is the attitude or perfor-
mance decline due to a lack of skills or lack of
motivation?Whatistheindividual’sperception
ofthesituation?Whatobstaclesdoesheorshe
encounter at work and at home?
By Tara VanderSande
Stewarding
PeopleFive steps for addressing
performance issues