Find out which employees are killing your company culture and eating your bottom line
At every company there are employees who are invested in the growth of the company and those who are weighing down the rest of the team. As a manager, learning to identify the difference between the good, the bad and the ugly—and having a game plan for each—can change the whole culture of an organization for the better. Check out our list of four different types of employees who could be making or breaking your bottom line and killing your company culture, and what to do when encountered with each.
Power Ranking Your Personnel
1. The Peak Producer. This individual is culturally aligned with the organization, they believe in the vision of the company, understand the mission and live by the core values. They do the job correctly from A-Z. Not only is your goal be to retain them but to find more people just like them. Now what? Reward these individuals with incentives. Challenge them with a stretch assignments and additional responsibilities. Find opportunities to put them in leadership situations. See if they are equipped to play bigger roles in the organization. Make their happiness a priority and make sure they are referring their network to join them at your organization.
2. Loyal Underachiever. A loyal underachiever aligns with the organization both from a culture and a value standpoint, but they never get over the hump from a productivity perspective. While you love them as a person, there is an opportunity cost of having them there, rather than someone else. As hard as it may be, the problem areas have to be addressed, to help them meet your baseline goals and expectations. Now what? Set clear expectations, deliverables and deadlines so they can start producing at a higher level through performance management. Establish a game plan with deadlines to make the necessary adjustments and improvements. If they don’t meet those expectations, then both parties will know it no longer is a good fit.
3. At Risk Achiever. These individuals are producing at a high level, but don’t align with the culture of the organization. They don’t understand the company vision, live by the core values, or adopt the mission of the business at large. Whether it’s selfishness, ego, or their own financial desires, they can absolutely kill your culture, because they simply aren’t willing to be part of it. Even if they are a top performer in the office, if they aren’t a team player, it’s time to address the fact that they don’t align with the culture. Now what? Have a candid conversation (check out our blog post Giving & Receiving Feedback for tips). Talk with them about the Vision, Mission & Core Values of the organization and what your expectations are for them. Express how valuable they are to your team and acknowledge that no one person is bigger than the team. Be aware that if they aren’t willing to adopt the right mentality, you risk losing other better aligned individuals who can contribute to the long term growth of the company.
4. Misaligned Underachiever. Not only does this person not represent their company culture, they aren’t performing. They are taking your money and giving nothing in return. Listen up leaders, having someone filling a seat is doing nothing for your business besides bringing everyone around them down. Not only is this problem employee openly complaining and not putting in the time, they are doing nothing for your bottom line, and killing your company culture. Now what? Time to say goodbye—now (find out how in our post The Art of Letting Someone Go). No one wants to be part of a losing team.
As a business owner or manager, ensuring that the employees align with the company culture is a huge part of the equation. Reinforcing those values by setting a standard with both productivity and cultural alignment is necessary. While it’s not always easy to evaluate an existing employee base, once you take the plunge, the employees who deserve to be there will be that much more committed to your business.
For more insights into managing a team, contact Carver Peterson Consulting.