Insights Blog

Useful tools, tips and strategies to help your business learn, develop and expand.

How to Escape the Drama Triangle

Imagine a child walks into his house and he’s obviously upset. His mum tries to step forward to help and starts suggesting things he should do to feel better.

The child rejects her. She gets upset. Her partner comes home. There’s more tension. Everything starts to unravel.

A similar situation happens in your business – your team members may often react in ways you don’t respond well to and it becomes a bigger drama than it should be.

However, there’s an easy way to escape this…

You can see that the Karpman Drama Triangle is such an easy trap to fall into – but it is also actually an easy one to escape.

Drama is different from conflict. Conflict in your team can actually be great, and useful when directed well.

However, when you get drawn into a toxic cycle around this triangle, it doesn’t help your business grow and it will contribute to an overall negative culture in your business.

Master the art of this triangle in every aspect of your life and not only does it become easier to manage your relationships with people, but you and the people you interact with will all get much more out of your relationships.

Prefer to read rather than watch and listen? No problem – here’s everything I said in the video as text:

What happened there?

Have you ever been in a situation where you wanted to help the other person and you had the best intentions in your mind and heart and something triggered? And the entire conversation went in the wrong direction and you just wondered what happened there? Then emotions start flying and people start feeling in a certain way and you’re kind of lost and overwhelmed.

As to what did you do wrong… well, it’s bound to happen because when you’re dealing with human beings, all kinds of biochemical reactions and emotions come into play.

The Karpman Drama Triangle

I wanted to share with you a very simple yet very powerful framework which exists in behavioural science and it’s called Karpman Drama Triangle. Once you understand this drama triangle, you can see it happening around you and how you being a part of it. This whole emotional vortex that exists is unnecessary and is purely draining, energy-wise and emotions wise.

Now how Karpman Drama Triangle looks like is something like this:

You’ve got three main positions: Persecutor, Rescuer and Victim. And as it says, Persecutor is the one who gets upset, who thinks that things should be handled in a certain way. Rescuer obviously wants to save people, wants to help people, and in fact loves the recognition or the attention they get for doing that. And Victim is a person who feels that things are happening to this person and is helpless, and is just suffering. That’s how, at least, the person is thinking.

Now I’ll give you an example so that it just becomes a little clearer to you.

Family Drama

So imagine a child walks into the house and has got something playing on his mind. Mum (or any parent, I’m just using mum as I’m a mother myself) comes forward as a Rescuer and says, what happened? And tries to help. As you can imagine.

The child doesn’t want the help at that time so acts a little rudely.

Mum is doing so much for the child already. She feels that she’s being Victimized and she’s trying to help. So from being a Rescuer mum moves to being a Victim and the child is being a Persecutor.

Mum, obviously being the authority figure, gets upset with the child and shouts or kind of shows those stern feelings, and starts Persecuting.

The child all of a sudden from Persecutor becomes the Victim.

Mum is now sitting here in the evening. The spouse walks in and obviously, there’s a discussion.

The spouse tries to be the Rescuer. Again the Victim mum is sitting there and saying I do so much, what’s gone wrong?

And as you can imagine the whole family environment has gone out of the window and there is a big drama happening within the household with no positive outcome nearby.

And Business Drama

Similarly, in the business situation, as you can imagine; you’re in the best mindset, you try to give some feedback to your team member, your team member feels you have not really understood where he or she was coming from, and so is a Victim.

They ignore your advice and what you asked him or her to do. You obviously get upset, you start Persecuting.

The team member maybe responds back or shows some kind of a body language. You all of a sudden start feeling like a Victim.

You go back home, share with your spouse saying, “Look I tried to do so much and my team doesn’t pay attention or respect me.” And again, as you can see, the whole thing is going on and on.

Sometimes I’ve seen business owners giving some very strong feedback to their team member but then they get so conscious of the team member feeling bad, so they all of a sudden move to being a Rescuer. They’re trying to help the team member, the team member then starts Persecuting in his or her own style. The business owner starts feeling like the Victim and so on and so forth. You get the point right?

You see how draining and how wasteful this whole interaction is just because people are stuck in this triangle, moving from one position to the other without even being aware of how they’re coming across. But everyone is right and has his or her own capacity in their own mind.

Escape the Drama

The reason I’m sharing with you this particular framework is because I want you to be very observant, to be very attentive when this is happening or has the potential of happening, and as soon as you can see that one might be getting sucked into this whole Karpman Triangle. The best way to get out of it, whether you’re dealing with your loved one or you’re dealing with your team members, or with anyone, is to try not to be the Rescuer. Try not to be the Victim or be that Persecutor.

Do this by asking the other person one question: How can I help you?

Remember that mum? What if she had asked the child, “How can I help you?”

“Leave me alone Mum.”

“All right that’s fine. Then whenever you’re ready we’ll talk.”

Right, so there is a nice, at parity kind of relationship.

And your team member – yeah you’re giving feedback, but at least ask people or tell them, give them the context and tell them how you’re trying to help them.

Or even before you do that, ask them what they think about it and then say, “How can I help you?” Or, “Is it OK if I help you?”

Take permission.

When people give you permission to help them you’ll be surprised at how they stop feeling like a Victim. Then there is parity, the word is “parity”. They feel that they have autonomy and equality in that status, so they’re more willing to receive that feedback that you’re trying to give.

And they’d be thankful, they’ll do something about it.

But first, take permission before you start being the Rescuer or Persecutor and therefore end up feeling like a Victim if people are not paying attention to what you’re saying. So the best way to get out of your Karpman Drama Triangle is to ask the question.

How can I help you?

Need more frameworks for productivity?

London Business Coaching Strategy SessionThese are the kinds of frameworks and strategies we will pull out of the bag as and when our clients need them.

To find out which of our 357 strategies may be useful to where you are in your business at the moment, book a free coaching session. We’ll make sure we look at your business and give you entirely complimentary set of strategies you can go away with.


The Formula of Complexity

Business owners who know how to take advantage of growth are those who keep their eyes wide open.

The excitement of recruiting new superstar team members, and learning how to manage those teams, building the right culture, and choosing the right kind of environment, can often distract business owners from noticing the rising the levels of complexity creeping into their business. And if you aren’t paying attention, it can suddenly become difficult to maintain.

In this blog, I highlight a formula that keeps your optics clear, so you can be totally aware of exactly how complex your business is becoming as it grows.

As you can see, even the smallest amount of growth comes with exponential increases in complexity. However, the first step in coping with this is being hyper-aware that it’s happening.

You can only tackle problems when you know the nature and magnitude of the issue. With this formula, you can become aware of the complexity you’re facing, and then we can take a look at how to ensure it doesn’t cripple your business.

Prefer to read rather than watch and listen? No problem – here’s everything I said in the video as text:

What I want to talk about today is a very common misunderstanding which business owners have when they are busy growing their businesses.

The Complexity Ceiling

Generally speaking, when the business is growing there is an increase in the team’s size. And with that increase in team size the complexity increases. And what I have seen very commonly is that business owners hit their complexity ceiling. They’re not able to go beyond a certain growth level, beyond a certain size of the team because there’s just so much to do.

For Example…

So let’s just take an example. A business starts and there’s only a business owner who is trying to manage everything and do everything and then the business starts doing well.

Another team member comes on board and now there are two team members. The business keeps on doing better such that there are now 4 team members and then say 10 and then 20 and then 40. Now the business owner is thinking that the business size has been doubling in terms of the team members, right? From 2 we have gone to 4 and then obviously from 4 to 10 (so more than double!) then 10 to 20 and so on and so forth.

The team is just doubling, right?

In their mind, it’s just doubling. And while the team size is doubling, it is actually really important for you to truly understand the scale of complexity. The complexity is not doubling. Actually, that complexity is growing exponentially and for you to really understand that, the formula that you need to focus on is:

n x (n – 1) / 2

And what “n” stands for is the number of team members, number of employees that you have in your business, including yourself.

Two-person team = 1 relationship, 20-person team…

OK so let me show you what I mean when I say that the complexity actually increases at an exponential level.

When there is, say, one person, then as you do the calculation the number of relationships which are there in the business is zero, right? It’s just a sole business owner/operator who is managing everything.

Then the size of the team doubles. As you can see, now there is one relationship – because there are two people.

Now let’s say the business is growing and now it has a total of 4 team members. So, 4 x 3 / 2 – you’re looking at 6 relationships. So although the business side has doubled, as you can see the complexity here has gone six times higher!

Quite a bit more than double complexity!

Now imagine the business size has actually gone up to 10, so more than doubled, and here what are we looking at? 10 x 9 / 2 = 45!

Do you see what I’m saying? All of a sudden here it is slightly more than double, but look at what’s happening here. It’s slightly more than seven times, that’s the complexity we ‘re talking about. And imagine if you have 20 team members, we’re really talking about 20 x 19 / 2 – we’re talking about 190 relationships which exist here.

Pay attention to this because it’s quite staggering as far as I’m concerned because when you’re thinking about the growth and saying, yeah, it’s another two team members, but actually the complexity is now six times. We think, “Oh yeah, it’s just another 6 team members,” but look at the number of relationships which are there and you could do this calculation for yourself and for your business.

What’s your team’s complexity?

How many team members do you have in your business, including yourself? Apply this formula and you will truly understand the level of complexity that you’re dealing with.

So, at the end of the day when you feel, “Oh my God there’s so much that I’m doing!” or, “There’s so much I’m trying to deal with,” it’s understandable.

But just understanding the level of complexity is the first step and doing something about it is the second one, which I will talk about later on in a different blog.

But my purpose today is to make you really understand the scale of complexity that you’re dealing with, because for every change to happen in your organization and your business, it has to start with the awareness of the right problem, at the right level.

Need to break through your complexity ceiling?

London Business Coaching Strategy SessionIt is right at the point of bringing on new team members and realising this relationship complexity that business coaching has helped our clients. We can give you systems and tools that will smooth your growth to the next level and ensure you sustain that level.

Book a free sit-down with us. We will find out a bit about your business beforehand, and then at our meeting show you the kinds of strategies we use to help businesses like yours grow.


Don’t Fall Into Tick Box Culture

In 2016, the CEO of Amazon Jeff Bezos wrote in his letter to shareholders something that stuck with me. He talked about resisting proxies – about not letting the system or process become a proxy or substitute for generating actual results.

You start doing things just because it is a step in the system, not because it is the thing that will take you to the outcomes required for the business.

During one of our team meetings, I noticed such behaviour in my team…

Whether you’re the leader of a massive corporation with hundreds of employees or trying to manage the culture within your tight team of superstars – you are still the driver of culture in your business.

In your business, you get what you tolerate – culture is not something that is ever just ‘set’. It is always in motion, and every single day is a new moment to lead the culture, earn success and teach best practice in your business.

As Jeff Bezos said – it is always day 1.

Prefer to read rather than watch and listen? No problem – here’s everything I said in the video as text:

Hi, this is Shweta from London Coaching Group. I want to share something with you, something very interesting that happened during our Monday morning team meeting. So we have a new hire and she’s the head of the finance division. We were going through the top focus and the top achievement from the last week and what needs to be done this week.

What My Team Members Said

And I happened to check with her just one simple thing, “Did you manage to get that particular job done?” She was meant to have followed up with our outsourced bookkeeper.
She said, “Yeah, I sent an email to her.”
So my question to my finance person was, “Is the job done?”
And she said, “No, I’ve sent an e-mail to her.”
I simply listened and observed and said, “Alright, fine, we’ll talk about it later on.”

Then I moved on and interestingly, pretty much in the same meeting, there was another person, and again we were just having a quick discussion.
He said, “Yeah, my top goal for the last week was XYZ. But then I couldn’t really complete it because, actually, it’s sitting with another director for approval.”
So just listening and observing, I had to share this with my team and I thought this would be of interest to you as well.

Our Business Culture is Not About Proxies

What I told my team, was our culture is not a culture of making systems a proxy. It is not about ticking boxes and I’ve seen many times, subconsciously and consciously, team members do that. Sometimes you and I do that and it’s something to be aware of, that we’re not here to tick boxes. We’re here to focus on the outcomes, the deliverables, the progress, the movement forward.

Many times I’ve seen people saying, “Oh, I gave it to you to check, but it didn’t really happen.” Or, “I sent an email, but I’ve not heard back.” This is a different mindset compared to a mindset where one totally owns that particular job, that task, that outcome. Even if your team member has to follow up with you two or three times, then they should do it. I said this directly to my team members: if you have to pick up the phone and follow up with your director, please do that because you are the owner of that particular task. Whatever is required, you do it, because it’s possible that for the other director, this is not on his top priority list. But it is for you, so you have to own it and prioritize it for yourself and the same for the finance person.

It’s not about sending an email and saying I’ve ticked that box, but it is actually about picking up the phone, chasing, and following up, because business is a contact sport. If you and your team member (and it is more often your team members I have seen) think you are doing your role by ticking boxes and doing the next step and the next step, you may feel like you are getting closer to your outcome, but there is a distinction you need to help your team members make here. That it is that total ownership of that task is what is required. Because ticked boxes are not the actual way to achieve the outcome.

Immediate Implementation

Obviously, I take a huge amount of pride in my team members. Once I gave this constructive feedback to them, within a few minutes I would say, after the meeting, both team members sent me an email confirming that they have picked up the phone and talked to the person and things are actually moving forward in the right direction.

So, look, we all need reminders. We all need to help each other stay accountable. Just make sure that your business and your culture is not about ticking boxes. Even if you’re ticking boxes we’re totally owning the task and we’re actually making sure that the outcome is being achieved.

Culture is easier observed from the outside

London Business Coaching Strategy SessionWhen you’re too close to something, it’s always a little difficult to really see the big picture. Having a trained, outside eye review and observe your business can help you make the smartest plays for your business.

If you’re unsure whether you are seeing the whole picture, why not request a complimentary review from our team? The worst case scenario is that you realise you’ve already got that perspective and you reaffirm you’re on the right track!

Book a Free Strategic Review


Culture Is Not About What You Tolerate

Peter Drucker has famously said, “Culture eats strategy for breakfast.” However, my team taught me an interesting and quite critical nuance to this.

There is no doubt in my mind that if you fail to focus on the culture in your business, you are failing your business in a much larger sense. And if you do not set the standard within your business, you let that culture be driven by others without your input.

As I say to many of my clients – culture is what you tolerate.

But there’s another piece I need to add to that statement…

This really is an important point to remember. As your team expands, a silent complexity grows. It’s important to set clear communication strategies and expectations for your employees.

However, what is even more important is that there needs to be a level of visibility in the standards you set and how they apply to everyone in the team. If one of your staff members is under-performing, or is not being responsible for the activities they are accountable for, then you should not tolerate that. And you need to be very clear about how you are not tolerating that.

When you create a culture that has the right frequency of meetings, where open conflict is useful and welcomed, and where everyone is on the same page, then what you have is an aligned and focused team.

And then you will find your team is working in tandem, and they are perfectly streamlined to glide into the next chapter of your business.

Prefer to read rather than watch and listen? No problem – here’s everything I said in the video as text:

Hi, this is Shweta from London Coaching Group. Peter Drucker, one of the most renowned management consultants in the world, is my all-time favourite and he once said that “culture eats strategy for breakfast any day.”

Your Business is Only As Good As The Culture

Now there are a few things that when you read them, you understand how meaningful they are. However, when you encounter them in real life, they become even more impactful and meaningful. I get to see this in my clients’ businesses very often and I tell them that culture is what you tolerate and your strategy, your tactics, and your intentions, they are as good as the culture in the business. At the end of the day, it is your team, along with you, who actually takes things forward and make things happen.

However, there was a nuance, a distinction, that was made for myself, by my team, and let me share this with you.

What My Team Brought To My Attention

So yes, I totally understand that culture is what you tolerate. But then my team very recently actually taught me something very interesting. They came up to me and they talked about some other team members.

They said, “You really care about the talent that we have seen, and each one of us, and we can see that there is this one person who is absolutely exemplary and can actually do even better but recently has been not doing the best possible and we just wanted to make sure that you’re aware of that.”

I just smiled at that point and, first of all, I thanked them profusely. “I truly appreciate this culture in you and in the team and thank you for bringing it up.” I also gave them then some evidence and some more in-depth insight as to what I was doing to deal with that because this team member is absolutely precious to everyone in the team here.

Show Them What You Are (and Are Not) Tolerating

So I showed them these few interactions and conversations that I was having and then I asked them, “What do you think I should be doing more here?”

And they just felt relieved and they said, “Actually nothing. What you are doing is right. We just want to know that you are aware of it and that you’re not putting up with that kind of performance.” That’s where the distinction was there for me personally. Because at that moment I realized that culture is not what you tolerate. Culture is what seems to be getting tolerated.

The Two Important Takeaways About Culture

What’s important for you to understand here is that, first of all, don’t tolerate what you are not happy with, and what is not conducive to the culture of your business. Whether you like it or not the culture is very powerful. It does eat strategy and performance for breakfast every day.

The second thing is, if you’re dealing with some issue with a person on a one-to-one basis, make sure that the wider team is aware of it. Not about the person or about the issue, but about the general principles that you want to have in the business and how you expect the entire team to perform.

Make sure the messages are conveyed loud and clear, so the team is aware that you are not putting up with something which should not be tolerated. Show them your eyes, your ears, and your heart is absolutely aligned with the right culture in your business.

Team feeling less streamlined than you would like?

London Business Coaching Strategy SessionAt the complimentary Mastermind session, Shweta will be discussing growth strategies in general. Team management is usually a hot topic of discussion, alongside marketing strategies, how to bring in new business, and how to efficiently manage time in your business.

Tell us a bit more about your business and find out if Mastermind makes sense as your next step towards change.


How Far Do I Push My Team?

There is a constant dilemma for most business owners that has come up a lot lately: how much pressure do I put on my team members to perform – especially new ones?

It’s a great problem to have – your team is growing so that silent complexity is increasing, and your new team members are looking up to you for guidance. This a moment of stretch for you as a leader.

Let me give you a framework to help you do this particular stretch in a way that will let you grow the right way.

If you ask me, the strongest managers are the ones who are able to bring out the best performance from their team members. The ones who know how to manage activities, and push their team to just the right level to get them to perform at their best.

If you look at this framework, it’s not just about pushing them to some arbitrary level. It’s about discovering at what pressure each individual’s peak performance lies and then keeping them at that level.

Remember, you and your business are only as good as your team members and how well they’re playing the game. So, make sure you are taking ownership of that part of your business and be focused on helping them to be their best.

Prefer to read rather than watch and listen? No problem – here’s everything I said in the video as text:

Hi. this is Shweta from London Coaching Group. We were recently having a client Implementation and Accountability Call and one of the business owners raised a very interesting question. Michael said, “I’ve got a new motivated team member and I’m just wondering how much of pressure I should put, or how much should I push this team member just to make sure that we’re getting even better performance but without jeopardizing the current performance?” Now, it’s a great problem to have and a great question to ask.

I will share with you a very simple framework which I shared with Michael along with the distinction that you need to make as a business owner especially when you are growing your team and you want to make sure that your team is performing at the best level possible.

Team Performance vs. Pressure Framework

Let’s build a chart. On the horizontal axis put the pressure – i.e. how much should I push my team member? On the vertical axis put the performance. What we really want is the performance to go up as we push our team member.

If you look at the curve or the graph, the way it works generally speaking is as you increase pressure, the performance goes up and now, it’s dependent on each person – how much pressure they can take before the curve starts changing. What that means is that as you increase pressure, a point comes for pretty much most of the individuals where they are at their peak, they’re performing at their best level possible. When you apply pressure even more, then the performance actually starts dropping.

Which Point of Pressure Should You Be At?

The question is, there are three critical points here, so at which point should the manager or the business owner be?

Let me show you.

Imagine there’s a point just before the peak performance, there’s a point at the apex of the peak of performance and then there’s a point just a little after the peak where performance is dropping as pressure increases. Let’s name these, A, B and C respectively.

Now, where should you be as the business owner or as the leader, as the manager for this team member? Should you be at point A level where you’re putting good pressure and yes the performance has gone up or maybe at B, the peak level? Or somewhere around C where you can see that the performance is now going down with increased pressure?

Just think for yourself because I did ask this question to this client and he said, “Shweta, I think I should be at point B and that’s my role.” And I said, “Hmmm, you’re quite close to the right point but it’s not the point. The point is here.”

Why You Should Push Past Peak Performance

It might surprise you a little bit that I had indicated point C as where you should be. But think about it like this – our role, your role as the team leader, or as someone who is managing his team member, is to make sure that you’re pushing this person enough so that you can know where is that point where the performance starts declining. If you were to stay at point B, you don’t actually know if the graph could go up even further – you don’t know if there is still untapped performance you could be pushing your team member to reach.

You can only know the peak level when you can actually go beyond that peak level. When you can see the strain, when you can see the performance is declining, or the person is not getting into too much of this comfort zone.

A Constant Balance of Pressure and Performance

So, this is the balance. As soon as you realize that, “Okay this is the point now; there is a strain happening.” You bring the pressure back to the peak level and it’s not a one time thing. It’s a constant adjustment. It’s a constant movement. It’s a constant assessment. But this is where the challenge and the support bit lies and that’s what you have to do as a really good manager that you should be comfortable to challenge people.

Yes, the performance can go up and challenge them even beyond their peak level just to see if that is their peak performance level. And when you can assess that they are getting under strain which is not helping them with their performance then yes, go back to supporting them and get them to the level where they’re doing the best that they possibly can. And of course, the business is performing at the best possible level as well.

I hope this makes you think as to where you are with your team members. Remember, you never coach a team, you never manage a team; you always manage the activities of an individual.

So, where are you with each one of your team members, are you at point A? Point B, at the peak level? Or are you at point C? Assess for yourself because remember, the business is as good as each of the team members and how well they’re playing the game.

Have Shweta look at your business

London Business Coaching Strategy SessionAt the Mastermind, Shweta holds an intimate round-table discussion where she will deep-dive into the businesses in the room.

This is very highly curated. If you’d like your business to be involved, then apply using the button below.


What To Do With Employees Who Give You Attitude

When your business and team start growing, you may find a ‘problem employee’ emerge. They are usually great at what they do, but their attitude causes some disruption and a reasonable amount of frustration in yourself and the team.

What can you do about it?

There’s a simple framework that helps you get into a slightly unusual way of thinking in business contexts. But if you master it, it can guide you to a faster and easier solution than trying to adjust your employee’s character or attitude.

Before you either leap at firing the person or resign yourself to the fact that this is “just their attitude”, try thinking it through in the order I’ve given you.

Focus on your systems first, then consider how you might be able to adjust the skills involved. Remember, you don’t manage your team you manage your team’s activities – and when you do this effectively, you will see the change in attitude.

Often ‘bad’ attitude doesn’t come from a ‘bad’ character or bad person – often it is a lack of clear direction and passion for what they do. That means you need to set a better culture and introduce better systems.

So step up your leadership, step up your management and give your employees your best so they can give you their best.

Prefer to read rather than watch and listen? No problem – here’s everything I said in the video as text:

Hi! this is Shweta from London Coaching Group.

What I want to talk about today is a very recent conversation that I had with one of our clients. And you could make out that the person is not very happy with one of the team members. The client’s frustration was pretty evident.

My Team Member Has An Attitude Problem

The comments I was hearing were things like:
“He’s got an attitude problem.”
“He always behaves like that.
“You know we’ve given him feedback but this is his character and I’m very frustrated.”
“I just don’t know how to go about it though he has been there with us for three years. But everything is falling on deaf ears.”

Now these statements might be familiar to you because of your own situation or from what you hear from other business owners and it actually is very common – this is nothing very unusual. But what I really want to talk about and share with you is a little unusual way of thinking in the business context. And what I mean by that is that when these situations arise rather than gravitating towards people’s character and attitude what is the right way to think through the problem. So you can actually identify relatively easier and faster solution to that problem and move the business forward. 

The Framework for Managing Team Attitudes

Let me share with you a framework which I shared with the client and he found it very useful gave him a perspective. And obviously now he has gone back to review certain things which hopefully will take care of the problem and streamline the overall business. So let’s focus on that, okay.

This is a very straightforward principle which I’ve actually taken from the book called “Principles” by Ray Dalio – a very powerful book. What the framework talks about is that you have set certain goals, right? And obviously you want to have the outcomes at the right level or you can call it results.

Now, what’s in between these two things is your business machine. This is your business machine. Now, your business machine has got two components. One component is People. The other one is Systems. These are structures with which people are working, hopefully.

And then within people there are two broad things. And again it’s just to understand the logic the framework. So within people you have Skills and then their Attitudes, you know their character, their habits. That’s what we’re talking about here.

The First Thing to Focus On: Systems

Now, as I said what people do when there is a problem with a team member is that they straight away go here, to Attitudes. They start talking about the character and the habits of the person. What you need to understand is that it’s very, very, very difficult to change habits, to change characters. It’s very tricky to transform people because these are old habits. It doesn’t work like that. So rather than getting frustrated and trying things which are going to take a long time, ideally what one needs to do is look at the cause of actions in the right order.

The first thing that you as a business owner need to focus on whenever there’s a problem with a person or the performance is to look at Systems. This should be number on. Say to yourself, “What structural change can I make in the business that will take care of this problem?” You’ll be surprised to find that once you start looking at things from that perspective, you do come up with some really simple tweaks and simple structures or system integrations which actually streamline the business. So, that should be the first point of call.

The Second Thing: Skills

Then if you feel the Systems are fine then the second place to look at is the Skills level. It could be that yes we have systems but, actually, the person is not properly skilled or skilled enough to actually deliver the work or the results that you’re after. So look at the training and look at the Skills. This is a relatively easily transferable or a coachable thing to do.

And THEN if the Team Member’s Problem Persists…

So then what happens when you believe that yes, there is a system, and there is proper support and training provided to the team member and still the problem is persisting?

Then it is time to go deeper into it. But in most of the cases that I’ve seen is that if the System and Skills are in place and the problem still persists, this does mean the person’s attitude is not right, and then you might have to let go of this person so they can find the right job for themselves and you can find the right talent for your business.

So with this framework whenever you are having issues with your team person rather than going straight to the Attitude and getting frustrated and getting into personal comments, try to look at things objectively. Focus on Systems first, then look at the Skill levels of the person and what training or support that they need, and only then take a decision as to whether this person needs to stay or leave the business.

I hope you find that useful and in case you need help from someone who understands what she or he is talking about and can help you with your systems and structures and the right organization structure. Please feel free to reach out. Sometimes an outside perspective can really make a huge difference in the business.

Is your team still being disrupted?

As a leader in your business, it really is your responsibility to ensure that the culture, systems and environment are optimal for your team.

If you need to explore some of the strategies we have to offer, consider requesting a strategy session and one of our consultants can read your application and offer some practical advice on what could help your business.

Call Us