What to Do When Peak Performers Fall Off

03/05/07

A leading sales rep’s closings fell 20 percent last quarter.

Four customers complained last week about your best service tech’s surly attitude.

A warehouse worker who used to be a model employee has started arriving late and calling in sick.

What do these workers have in common? They were good people whose performance has hit the skids. How can HR help their bosses get them back on track? Try these suggestions.

Draw Them Out
Supervisors should encourage troubled workers to open up with comments such as:

“We agree that this isn’t up to your usual standards. What might have happened to throw you off stride?”

“If there’s a problem, let’s tackle it together. Get me in the boat with you.”

“Please talk to me. I can’t help unless you give me some idea of what’s wrong.”

Managers should avoid blurting no-brainer remarks like, “Your work’s been terrible lately.” Former peak performers will be acutely aware of their plight; bosses who load on the guilt only compound their anxiety.

Consider All the Angles
When did performance start to decline? Often the onset coincides with some personal crisis (health, family, personal, or financial) that’s dominating the employee’s thoughts on and off the job.

Performance also suffers when employees fall into bad habits. Top salespeople, for example, may become so complacent that they don’t schedule calls efficiently and take customers’ orders for granted.

In addition, star performers may become demoralized by a change in routine, such as being moved to a less desirable location or project or assigned to a supervisor with an aggravating management style.

Managers should also examine working conditions beyond the employee’s control that could have triggered the slump. For example, a machine operator’s production may drop because of mistakes by the setup crew or materials-handling bottlenecks. A competitor who suddenly adds more sales reps to a territory or offers better discounts can make it impossible for your salespeople to compete as effectively as before.

Be a Collaborator and Facilitator
If personal problems are at fault, have managers recommend specific resources to help the worker resolve them promptly, such as your EAP and various government-sponsored crisis intervention centers and social service agencies.

Troubled workers usually won’t seek help without some prompting. Supervisors should give them all the information they need (addresses, phone numbers, and contact people) and follow up to confirm the action they’ve taken and the progress they’ve made.

If the problem is work related, perhaps some refresher training or reassignment to another work area or supervisor would get the person back on an even keel.

Be Patient
People who try to perform to the max every day are prime burnout material. Bosses who pressure them to do so merely accelerate the process. And while supervisors shouldn’t discourage people from trying to exceed their personal best, it’s important to be supportive when performance slips.

Exceptional people sometimes need to lie fallow for a while just to recharge their mental and emotional batteries. Managers who believe that this is the case should confirm their confidence in the person’s ability and keep lines of communication open. A little time and patience may be all it takes to help a falling star rise again.