When it comes to fixing weaknesses in others, executives and managers find that it is a lot tougher than it might sound.\n\n\n\nHowever, even negative end results do not stop business leaders from\n\ntrying various approaches to get their subordinates to improve in areas\n\nincluding poor time management, late projects and inability to perform\n\nrequired tasks. \n\nThe top course of action in dealing with weaknesses in others is to\n\ndiscuss the weakness, based on a nationwide survey by NFI Research. The\n\nnext leading courses of action are to provide additional training,\n\nsupport, regular meetings and then put the individual on notice, based\n\non the survey of senior executives and managers.\n\n\u201cKey is providing relevant direct feedback and then allowing\n\nthe employee to make behavior change within a reasonable period of\n\ntime,\u201d said one survey respondent. \u201cSometimes additional training is\n\nneeded, but often it is not. What\u2019s needed is a change in behavior,\n\nwhich comes from outlining very clear expectations and consequences.\u201d\n\n\u201cIt is better to address issues head on and try to correct them\n\nthan it is to bury or ignore them,\u201d said another respondent.\n\n\u201cSometimes, however, it is not possible to fix. You can reach a\n\nperson\u2019s limits, which means you either lower the mark or, in the\n\nextreme, replace the person if the job has changed and now requires\n\nmore.\u201d\n\nMany executives and managers frequently reach the limits of\n\nothers, since only 20 percent of senior executives and four percent of\n\nmanagers say that they are extremely successful at correcting\n\nweaknesses in others to meet the manager\u2019s expectations or\n\nrequirements.\n\n\u201cWe try to be clear about expectations and ensure the employee\n\nhas the tools to do the job,\u201d said one respondent. \u201cIf it becomes\n\napparent their skill level is lacking, we\u2019ll explore training them,\n\nwhich may include probation. After a period of time if they cannot meet\n\nthe demands of the position, we let them go. If you don\u2019t, other\n\nemployees quickly accept that lack of accountability, resent you\u2019re not\n\ndealing with it and make it a broader negative issue.\u201d \n\nThere are times that the person and the task or job are no longer a\n\nfit, but the challenge is to identify it sooner rather than later, for\n\nthe benefit of both parties.\n\n\u201cWe often do a disservice to those who are\n\nunder performing,\u201d said another survey respondent. \u201cIt is far better to\n\naddress the weaknesses directly, determine whether remediation is\n\npossible, and if not, allow the employee and the organization to move\n\nforward in separate directions. Often an employee not successful in one\n\norganization can be very successful in another. As managers, we owe it\n\nto them to pursue other opportunities.\u201d\n\nSaid another: \u201cThe first step always has to be to improve\n\nperformance, second is to re-assign where better chance of performance\n\nis acceptable, finally, they have to go.\u201d\n\nBusinesses have varying ways of dealing with the issue of\n\nweaknesses in employees, many leading to termination if the situation\n\nis not ultimately resolved.\n\n \u201cI put habitual underachievers on a formal performance\n\nimprovement plan with very specific, time-measurable, and quality\n\nmeasurable milestones and deliverables,\u201d said one manager. \u201cI give them\n\nthe benefit of coaching and mentoring, and frequent dialog sessions to\n\nunderstand how they are doing. If they fail in this environment for two\n\nsuccessive six-month intervals, I will terminate them.\u201d\n\n\n\n\n\nAt times, that is the best course of action, since the person and the job or task will never be a fit for each other. \n\n\n\n\u201dSometimes it\u2019s a round peg in a square hole problem, and good\n\nemployees can be salvaged if placed into a situation where they can\n\nimprove,\u201d said a respondent.\n\nThe better business leaders take a look around the organization\n\nto see if there is, in fact, a better fit for the person where both he\n\nor she and the company can benefit.