A colleague, “Lee,” worked as division director for a large manufacturing company. One of her direct reports, “George,” met the minimum requirements for his role and never went beyond. George performed his tasks correctly and on time, but didn’t interact with other employees, suggest ideas for improvement or contribute in brainstorming sessions.
Lee wanted George to participate more in the workplace or leave. If she fired George, she might expose the company to a wrongful termination suit. But if George didn’t change, Lee would still have a small but persistent drag on team productivity and morale. Lee took George to lunch and offered her perspective.
“George, you do your job effectively and I appreciate that. But I can tell you’re not happy. If you want to pursue another job, in the company or elsewhere, I won’t take it personally. Keep meeting your goals and you can have as long as you need to find a better situation.” George was relieved by Lee’s empathy. He appeared lighter and brighter immediately.
Within weeks, George had a role in a sister division and Lee could find a better fit for George’s job. His farewell party was full of smiles. Things might have gone differently, of course. But by addressing the person first and the job second, Lee gave George a chance to turn his next job move into a positive change.