In fact it is very simple but let me start at beginning with a story of how I came to this article and it’s conclusions.

On Monday I got a phone call from a friend who needed some direct counselling on some important steps he was about to take in his home business. So we scheduled our meeting in afternoon on beach of Saler (close to Valencia where I live since 5 years or so)

While I was relaxing in sun and enjoying my afternoon off (all my afternoons are off thanks to my home business) I had chance to observe 2 fisherman setting out their fishing lines. Both had about 3 lines out and they were sitting in a chair watching and waiting for fish to come.

About 20 m. further there was a third fisherman but this one was very different from other two. He was dressed in a neoprene diving suit with a spear fishing gun in his hand. He dived in and out waves and for every 5 times he went in he can back with a fish. The other two fishermen in same time span only caught 1 fish whereas spear fisher had at least 5 fishes in his basket.

This true story can also be applied to people who try to build a home business.

Some invest a large sum of money and buy themselves some nets who do job in a very efficient way.

Others throw out a line until they catch a fish or run out f patience

The smarter fishermen throw out a dozen of lines and catch fish on a regular base

The third kind of home business builder puts on his diving suit and seeks out fish himself

Why does this reluctance exist, why do so many mangers back away from confrontation? The problems and challenges that need to be overcome are many and common reasons and ‘excuses’ for not doing so are as follows:

It is Risky – There is a worry in back of manager’s mind that discussions could turn into heated arguments and that they may open themselves up for harassment or bullying accusations. There is also a concern that team moral and motivation may be damaged by tackling an under-performer and that team may even turn against manager.

It is Complicated and Difficult– Performance and behaviour management is not straight forward, it is very seldom clear cut or black and white. It is ‘grey area’ stuff and often involves opinions, perceptions and subjectivity. As managers feel they cannot quantify and then justify their concerns clearly enough they do not attempt to do so.

It is Hard Work and Time Consuming – Many managers feel they do not have time to sort out under-performers and that it is low on priority list. “It is not worth hassle” is a common comment to be heard.

Denial – Many managers are either blind to fact that a person is under-performing or behaving unacceptably or they do not see it is a serious enough issue to address. There are even managers who believe that it is not their job to tackle performance and behaviour issues and that some day, someone will come along and do it for them.

Many of aforementioned points tend to be excuses rather than reasons but there are a number of more important points that need to be taken into consideration:

Lack of Training – No new manager has any previous experience of performance and behaviour issues when they move into a manager role for first time. New managers often inherit performance or behaviour issues from previous manager and yet are not given relevant training for tackling these issues from onset. Giving managers basic employment law training and company procedures to read is not ‘practical’ training they need and is certainly insufficient on its own. All managers need a thorough grounding in use of performance management tools and practice in their use. Job specs, probationary periods, reviews, counselling sessions, appraisals and disciplinary procedures are all useful performance and behaviour tools when used correctly and at right time. Yet this vital training is not made on someone’s appointment, often it is made later in their careers when much damage has been done.

Courage and Confidence – Doing something risky, difficult and complicated requires both courage and confidence. Unfortunately many branch managers lack both. Even if managers are given knowledge and skill to tackle performance or behaviour issues, they will not do so without these essential qualities.

The problems and challenges are undoubtedly great and many may see issue as un-resolvable however there is someone available to branch managers who can help them overcome many of problems and challenges and that someone is their boss Area Manager.

Guidance, Coaching and Support

The area manger is only person who can guide, coach and support branch managers in addressing of performance or behaviour issues. They can un-complicate issues and help managers build a strong case for presenting to an employee. The area manager can also help manager minimise risk of harassment or bullying claims by ensuring correct procedures are being used and that managers say right things in correct way.

More importantly a good area manager will ‘encourage’ and give manager much needed confidence. The area manager is only one who can do this but unfortunately in many instances this is not happening and by not doing so area managers are unconsciously (or consciously) influencing a reluctance to tackle performance or behaviour issues within their branches.

Why is this happening?

Asking for support and guidance – Many branch managers are certainly reluctant to approach their area manager when they experience performance or behaviour issues within team. If matter falls into gross misconduct category then managers will contact area manager (and HR function) in first instance. But for ‘grey area’ performance or behaviour matters they tend to keep issues to themselves.

The reasons for this are as follows:

Many branch managers feel:

- The area manager may see it as a trivial matter and not important enough to bring to their attention.