A reader writes:
I’m in a tough spot with a long-time worker, “Bob,” and I want recommendation on ship a probably devastating piece of suggestions: “You simply don’t have what it takes to reach this position.”
Bob is serious about rising from his present place right into a extra senior position. He has studied the sector for about two years, together with taking a couple of coaching programs paid for by the corporate. He’s been supplied with mentors by way of a community of business contacts.
As a part of his studying course of, we’ve got given Bob oversight of a number of small initiatives. He works arduous, however there are a couple of issues we maintain coming again to, together with a scarcity of communication expertise – he steadily mishears or misunderstands preliminary necessities, which signifies that he spreads misinformation and leaves the remainder of the staff taking part in catch-up – and problem understanding prioritize.
Bob additionally struggles to obtain suggestions, even delicate course corrections. Every teaching session, irrespective of how centered on concrete requests, leads him to a spiral of hysteria and irritability, which finally ends up impacting the staff. Bob has broken relationships to the purpose that a couple of coworkers refuse to work with him.
Backside-line: as keen as Bob is to be taught this position and develop his expertise, he’s unhealthy at these things. He lacks most of the innate expertise that the requires, hasn’t proven any enchancment, and I spend many hours per week clarifying his messages and coping with conflicts he’s created. That, plus the shortcoming to reply professionally to suggestions, makes me assume that he’s basically unsuited for this position. We are able to’t spend extra sources making an attempt to coach him.
How do I inform Bob that this isn’t a task he can excel at, at the least in our firm? How do I say, kindly however honestly, “I’ve caught my neck out for you so far as I’m keen and sadly, you simply don’t measure up. Discover one other aim”?
I reply this query over at Inc. as we speak, the place I’m revisiting letters which were buried within the archives right here from years in the past (and generally updating/increasing my solutions to them). You can learn it right here.
