Share this Page URL

Chapter 23. Dealing with the Procrastina... > Procrastinators in the Workplace - Pg. 248

Dealing with the Procrastinators Around You 248 · Follow up an initial face-to-face discussion with a written summary of the specific performance problems that were discussed to establish a writ- ten record of the reprimand in order to protect yourself in the event that the employee ends up to be fired. · Make sure you're delegating the right assign- ments to the right people. As a manager, it's your job to recognize and develop the talent on your staff. If you keep asking the wrong people to do the wrong tasks, you're not making the most of that talent pool. · Delegate without hesitation. Don't be afraid to wield some authority when assigning a task or putting someone in charge of a project. You have to make it clear that you're turning it over to the other person. Otherwise, your staff may have it in the back of their minds that you'll take over if they don't get it done. · When you turn assignments over to your staff, give them the tools, resources, and support they need. Don't leave them hanging high and dry. · Don't shift gears while someone is trying to finish something that you said was a top priority. Priorities do change, and employees have to be flexible, but before pulling them off projects midstream, make sure that it is absolutely necessary to do so, and tell them why. Don't upset their workflow and sense of concentration just because you want them to indulge your whims. · Establish checkpoints around "do dates" rather than waiting until the due date to see how em- ployees have done the work. · If your employees don't show improvement on a specific performance or productivity problem, then you should have the discussion about procrastination as a general problem. When Your Coworkers Are Slackers Working with people who don't hold up their end of the workplace bargain is a major hassle. You