Years back, I had this colleague who had just joined the company and was having a hard time adjusting. I mean, you can’t blame him for struggling – he joined the company remotely at the peak of COVID-19, did not have the benefit of having a familiar face around, and there was a surmounting workload to take care of. Anyone in his position would feel like a fish out of water.

It took a lot of back and forth before he found his groove; and boy oh boy when he did, what a splendid show he put on!

It was my first time mentoring someone and I did not yet know my leadership style. When a team member is not delivering output per his or her caliber, how do you deal with it?

1. Keep strict tabs on them to know everything they are doing, day in and day out
2. Talk to them to find out the root cause of the problem and help solve it
3. Be stern with them to make sure that your authority is not undermined
4. Praise them for the things they are doing right and share feedback where they can improve

Of course my last bullet point is lengthier than the rest because that, it turned out, was my style of leadership. The second point – having a one-on-one conversation – is a close second, but the fourth is my go-to.

Why?

Because that’s what works for me, both as a mentor and a mentee. Creatives fields, such as ours (assuming most of you reading are marketers), need a “flow” that can only come from within. So, intrinsic motivation works best to make a person feel at ease, reconnect with their creative side, and soldier on!

But there’s a catch.

Words of encouragement only work when the team member in question is sincere and is genuinely stuck in his or her tasks. No amount of positive reinforcement works for someone who simply is not willing to work.

For such cases, of course you need to micromanage – something that no one likes – and keep a watchful eye on their tasks, their timelines, and their attitude.

Or…

There could be the odd few who might have the potential and capability to deliver on their tasks effectively and without the need for constant reminders, but they are not serious about deadlines. They take life as it comes, and while that’s a wonderful way to live, it could prove to be disastrous in a professional set up. You need to deal with them with a firm hand. Sometimes, people just need to know who’s the boss.

So where does talking to them one-on-one fit in?

Frankly, everywhere!

Whether it be for positive reinforcement or negative ones, you need to sit down and have a chat with the person in question. A healthy conversation is more powerful than any leadership style.

And, well, you can neither motivate a team member nor scold them without talking to them in the first place, now, can you?

Everyone has their own preferred style of leadership. While one form may dominate all others, how we deal with employees who need our help ultimately depends on the employee’s attitude towards work.

One size doesn’t fit all!

What do you think? Is there any other way to deal with struggling team members that I may have missed?