How to Handle Difficult Employees | Turn the Unproductive into the Productive
Summary
TLDRIn this motivational video, Greg Winter emphasizes the importance of holding low-performing staff accountable in a business environment. He shares personal anecdotes to illustrate the consequences of leniency and stresses the need for owners and executives to demand results from their employees. Winter argues that tolerating subpar performance not only affects the company's bottom line but also erodes morale and undermines the respect for leadership. He advocates for a 'tough love' approach to ensure productivity and maintain a healthy work culture.
Takeaways
- 😠 Being 'unreasonable' with low-performing staff is sometimes necessary for the health of the business.
- 🕒 Chronic tardiness and absenteeism can disrupt the workflow and require others to compensate for the lack of productivity.
- 💪 As a leader, it's crucial to demand performance from staff members that matches their compensation.
- 🏈 A personal story from high school football illustrates the importance of holding oneself accountable and improving performance.
- 👩💼 Anecdote of a staff member showing up unprepared highlights the need for immediate and firm corrective action.
- 💼 The concept of 'tough love' is introduced as a management strategy to ensure staff meet their job responsibilities.
- 💼 Employees are expected to produce a certain output, which is essential for the company's operations and customer satisfaction.
- 📉 Allowing low productivity can lead to increased costs, decreased morale, and negatively impact the company's financial health.
- ⏳ New hires typically have a probationary period to prove their worth, but prolonged underperformance is not acceptable.
- 👨👩👧👦 Leaders who are lenient with low producers risk losing the respect of their team and can affect overall team dynamics.
- 💰 Being soft on low production can have personal financial implications for the business owner, affecting their family and future.
Q & A
Why should business owners or executives be 'unreasonable' with low-producing staff members?
-Business owners or executives should be 'unreasonable' with low-producing staff because one underperforming employee can require additional resources and effort from others to compensate for their lack of productivity, which can negatively impact the overall efficiency and morale of the team.
What is the significance of the speaker's high school football story in the context of the speech?
-The high school football story illustrates the importance of holding oneself accountable for performance and adapting to challenges. It serves as a metaphor for how employees should rise to meet expectations and not make excuses for subpar performance.
What was the consequence for the speaker when he fell during a football game?
-When the speaker fell during a football game, his coach threatened to replace him with someone who could perform better under the given conditions, which motivated the speaker to improve and never fall again.
How did the speaker handle a staff member who showed up to work in a disheveled state?
-The speaker confronted the staff member about their appearance and unpreparedness, gave them an ultimatum to either get ready for work or face being replaced, and the issue never recurred.
What is the 'tough love' approach mentioned in the script, and why is it important?
-The 'tough love' approach refers to the strict and firm handling of employees who are not meeting performance standards. It is important because it ensures that all team members contribute equally and maintains a high standard of productivity and accountability.
Why is it detrimental to a business to tolerate low-producing staff members?
-Tolerating low-producing staff members can lead to increased workload for others, decreased morale, and potential financial losses. It also sets a poor example for the rest of the team and can lead to a decline in overall business performance.
What is the speaker's view on the timeline for new hires to prove their productivity?
-The speaker believes new hires should prove their productivity within 30 days, but they may be given up to 90 days if they are showing progress in the right direction.
What does the speaker suggest is the role of an owner or executive in managing staff productivity?
-The speaker suggests that the role of an owner or executive is to ensure that employees are producing the required outcomes and meeting their job responsibilities, which is crucial for the success and profitability of the business.
How does the speaker feel about the impact of leniency towards low-producing employees on the business's financial health?
-The speaker believes that being lenient towards low-producing employees can lead to financial losses, as it effectively means paying multiple employees to do the work that should be done by one, which can affect the business's profit margins.
What is the potential long-term consequence for an owner who is too lenient with underperforming staff?
-The potential long-term consequence includes reduced business growth, decreased employee respect for leadership, and impacts on the owner's personal financial situation, such as the ability to fund their children's education or retirement.
Outlines
🛠️ Holding Staff Accountable for Performance
Greg Winteregg emphasizes the importance of being firm with underperforming staff members. He argues that a single underperforming employee can significantly impact a business, requiring additional resources to compensate for their lack of productivity. Winteregg shares a personal anecdote from his high school football days to illustrate the point that being accountable for one's role is crucial. He also recounts a professional experience where he had to address an employee's unprofessional behavior and poor performance. The key takeaway is that as a business owner or executive, it's essential to demand the expected output from employees and not tolerate subpar performance, as it can lead to a domino effect of inefficiency and decreased morale.
👔 The Consequences of Soft Leadership on Productivity
In this paragraph, Winteregg discusses the repercussions of leniency towards low-performing employees. He points out that such an approach can lead to a breakdown in the workflow, as other employees may have to compensate for the lack of productivity of their colleagues. This not only affects the business's bottom line but also erodes the respect of the team towards leadership. Winteregg stresses that as a leader, it's crucial to ensure that team members meet their production goals and that empathy should not compromise the standards of performance. He concludes by stating that being soft on non-productive behavior is financially detrimental, potentially affecting the owner's personal life and the company's future. The message is clear: leaders must prioritize productivity and hold their team accountable to maintain a successful and efficient business environment.
Mindmap
Keywords
💡Unreasonable
💡Low producing staff
💡Tough love
💡Production
💡Accountability
💡Morale
💡Profit and loss statement
💡Empathy
💡Non-production
💡Performance standards
Highlights
The importance of being 100% unreasonable with low-producing staff members for business owners and executives.
The necessity of demanding performance from staff members commensurate with their pay.
The negative impact of tolerating underperformance, such as additional workload for others.
A personal anecdote from high school football about learning to perform under pressure.
The coach's tough love approach that led to improved performance and no further mistakes.
An example of addressing unprofessional behavior by a staff member and the subsequent change.
The concept of 'tough love' in management and its role in ensuring productivity.
The financial implications of low productivity, including the cost of additional labor to compensate.
The importance of each staff member's role in a production chain and the cascading effect of one person's underperformance.
The expectation that new hires should quickly adapt and perform within a set timeframe.
The consequences of leniency in leadership and its effect on staff respect and morale.
The responsibility of executives and owners to ensure the productivity of their teams.
The potential long-term effects of being soft on low production, including impacts on personal finances and family.
The speaker's emphasis on the importance of empathy and sympathy while maintaining a firm stance on production standards.
The call to action for owners and executives to be decisive and address low productivity issues promptly.
The applause and musical conclusion signifying the end of the presentation.
Transcripts
today i'm going to cover exactly why you
as an owner
or executive over an area need to be 100
unreasonable with low producing staff
members
hey everybody greg winter egg here
welcome back to the channel be sure to
subscribe hit that notification bell so
you don't miss any of the awesome
content
that we are pumping out three times a
week
now today i'm going to
speak to you like straight from the
heart
owner to owner business owner to
executive
manager over an area i'm sorry
but there's times when you have to be
tough and when you have
a low producing staff member somebody
who's
not performing at the level that they
are being paid to perform at
someone who is chronically five minutes
late
15 minutes late children are sick
dog is sick their car won't start i mean
there's
you know the list of excuses as to why
someone
can't produce you just can't tolerate it
one person like that in your business
it takes four or five people to
clean up the mess to get the production
that you're paying them to get
so here's the point you are paying
somebody to do a job
and as the owner or the executive over
that area
you must demand that they get the
product of that job
or they can't be there i'm going to tell
you a story i learned this lesson
actually my freshman year of high school
football so
we're out there it's it's august we're
doing two a day practices you know
run wind sprints until you puke and we
work hard to get on to the team
and i was playing cornerback that's on
defense
all right i generally cover a receiver
there's one game it had been raining
all day the field was a muddy mess
and the my man comes out he makes a cut
i plant my foot i fall on my face and my
man catches the ball
right in front of the coach i pick
myself up off the ground and he's right
on my face he's like wondering that was
your man
i'm like yeah i know coach but it's wet
out here he was
right in my face mask will you figure
out how to stand up or
i'm gonna find somebody who can and i'm
telling you
i didn't fall down again because i'm not
running wind sprints till i barf
to watch somebody else play my position
standing on the sideline
and i figured it out i never fell down
again and my man
never caught another ball so here's the
point
i had a staff member once who showed up
exactly the way i describe it here on a
monday morning
hungover uniform top inside out and
backwards i'm looking at the tab
no makeup i don't care about that but
the hair was just a disaster
i called her back into my office i'm
like what is up with you well i had a
fight
blah blah blah my boyfriend i'm like
listen you go home and you get yourself
ready to work
or i'm going to find somebody who can
show up time ready to work
never happened again so here's the point
you can call it tough love you could
call it whatever
you want to call it but just take a look
at it from this viewpoint
you are paying somebody a certain salary
or a certain
dollar amount to get a product to get an
end result something then that can be
exchanged with the customer or something
then even within the company that
they have to do their job so somebody
else can do theirs and so
a has to do their job so b can do theirs
well if a doesn't do their job
then b has to come back and do a's job
now you're paying two people
you're paying b and a to do a's job
this is not only criminal to
a degree i'm talking about just
completely destroying
morale it destroys the numbers on the
profit and loss statement
it it is and it's rewarding someone for
non-production
it's rewarding a when b has to come over
and do a's job now of course when a is
first hired
a has 90 days to figure it out actually
i prefer they figure it out in 30 days
but if they're moving in the right
direction then i'll give them 90.
but i have many clients who like if they
if they can't pick it up in two weeks
i'm kind of done
so you have to be very very unreasonable
as an owner about this point
we have client after client after client
they've given them not just three months
they've given them
six months three years six years
well they're just not skilled in that
area but you're paying them to do that
so listen the other staff are not going
to respect
that kind of leadership b is not going
to respect
you as a leader when you know
a is not doing their job a is soft
a can't show up to work on time and b is
not going to be happy with you
if they have to constantly go back and
do a's job
because when b is doing a's job b is not
doing
b's job and so then c can get upset with
b
because now c is doing b's job because i
mean
come on i don't i don't need to be any
more clearer than this
so listen here's the point
as an owner or a manager of people it is
your job
to get them to produce and
it's fine to have empathy and sympathy
for certain circumstances
but you cannot be soft on production
so at the end of the day you as an
executive are getting paid to get the
employees under you
to work and get the end result as an
owner if you're being soft
unreasonable on this non-production
you're taking money out of your pocket
out of your family's pocket this could
end up determining where your kids go to
school and
if or when you retire so
there's nothing good that's going to
happen in the end
by being soft on low production
[Applause]
[Music]
you
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