[caption id="attachment_9654" align="alignright" width="150"] Dave Hershman[/caption]

Goals: Conflicts will arise during discussions regarding progress and objectives. Let’s assume that last month’s goals were not met. The employee claims that there was an intervening variable, such as the market, that provided an obstruction with regard to performance. They would like to lower the goals for the coming period. You felt that others accomplished the same task within the same set of circumstances, and thus you do not think that the goal was unreasonable, nor should it be adjusted. How do you reconcile?

A Leader: This challenge represents another example of the difference between a manager and a leader. You must leave the session with an agreement between the two of you regarding acceptable standards. You might have to bend somewhat and/or help remove a perceived obstacle, even if you feel that this obstacle is not the real reason preventing the achievement of the goals.

What if the standard is still not met? Since you have achieved an agreement regarding job responsibilities and short-term goals, the sessions become integral toward resolving personnel problems. If you have met twice and reached an agreement in writing and they have acknowledged that their goals have not been met, these meetings can serve as preliminary steps to verbal or written warnings. The third time you might add a statement that they have been given 30 days to meet these standards or further action will be taken.

Human Resources: It is at this juncture that a personnel office (if your company has one) should become involved. Let them help you issue the 30-day statement. If the level of sub-par performance continues, the next 30-day statement might specifically state what will occur if standards are not met, including termination. Once you have taken these steps, you are free to take the action necessary.

One of my management rules is: fire people that are wrong for your organization. You must clean the deck so that you will have time to help those that need help and recruit more good people. Terminating an employee is never a pleasant task. It can be made much worse if you accomplish no coaching and just deal with the fires and then try to terminate without warning.

If you have coached consistently and fairly and always come to an agreement regarding actions which can be taken, the employee will have plenty of notice and will be much more resigned to the fact that it is not working. This will not make the task pleasant, but it will make it much less acrimonious. Avoidance just makes the situation worse. Handling it professionally makes the task much easier. You will be surprised at how many times the employee will offer to end the relationship by resigning before you get to the point of termination-because you have made them completely aware of the situation.

Dave Hershman is Senior VP of Sales of Weichert Financial. He has published seven books, as well as hundreds of articles and is the founder of the OriginationPro Marketing System and Mortgage School. His site is www.OriginationPro.com and he can be reached at This email address is being protected from spambots. You need JavaScript enabled to view it..