Leadership styles and skills | Fed up with employee excuses

How to Deal with an Employee Who always has an Excuse?

In the event that you are responsible for driving a team or association, you may have confronted them. Yes, we are talking about the employees who dependably have a reason prepared before their hands. You understand the type, isn’t that so?

If you are responsible for driving a team or association, you may have confronted them. Yes, we are talking about the employees who dependably have a reason prepared before their hands. You understand the type, isn’t that so?

A familiar scenario may look like this- The task is delayed because the vendors didn’t carry out their activity correctly. The presentation was awful since the meeting format was poor. It is past the financial plan since procurement is messed up.
Regardless of what is the unique situation, these employees always have a reason for their failure. Notwithstanding when they provide you with a valid reason, you may doubt their credibility.

You want to end this series of excuses. Right? Try not to stress! We have thought of some viable tips that can enable you to end these excuses.
Here are a few steps you can take to prevent a vicious circle of excuses:

1. Begin with a significant inquiry
Initially, you ought to make inquiries to fathom their thinking. Who knows the reason may indeed be legitimate this time! You don’t plan to ignore an authentic reason, as it’ll bring up the issue against your ability to trust/validity and conceivably incite similar behaviour.
Thus, start with an inquiry that can enable you to comprehend why the worker neglected to play out his obligation.
2. Point out the misses
At the point when the reason isn’t especially legitimate, and they’ve committed comparable errors more than one time, you should call to an activity. This is high time for you to demonstrate your employee/the representatives that mistakes made/ overlooks he or she has conferred.
For example, if anybody has missed due dates a few times, uncover it before the employee– as opposed to giving the representative a chance of drafting the current month’s / calendar. Be careful not to admonish them before other employees. This not only reduces their morale but also hampers self-esteem and consequently, productivity.
3. Strengthen the hugeness of affirmative conduct
Here, you’ll have to depict why the required conduct is fundamental — and the outcomes if the worker doesn’t convey it.
For example, say the representative regularly misses due dates on ventures. It would help if you illuminated him or her why hitting due dates is essential. Possibly it’s that different groups are impacted by their expectations or because of the additional costs that acquire when due dates are missed.
It would help if you influenced them to see precisely why you’re holding them to that specific standard. Give them a chance to comprehend it isn’t discretionary, yet has genuine business results.
The primary way of doing this is establishing a suitable organisation culture, and establishing it requires your efforts as a manager. Practice what you preach so that your subordinates or employees do not feel that your decisions are imposed upon. Build up a culture of transparency, work motivation and required flexibility, to make it more employee friendly, so they get naturally drawn to it.
4. End with some accountability
Last but not least– you have to set the desire pushing ahead. On the off chance that anybody has missed two out of three due dates, make it clear to them that they need to hit their due date one month from now. Alternatively, then again, on the off chance that they neglect to convey it inside due date once more, influence them to come to you in advance and clarify their disappointment.
Moreover, after that, keep tabs on their development and consider them responsible one month from now.

A Final Takeaway:
The fundamental point here — most workers could make up a reason when met with an oversight. Furthermore, some are especially helpless in doing as such.
You apparently would prefer not to place yourself in a situation in which you are dismissing each reason, regardless of whether it is real or not. Instead, you should plan to rise above the reasons, address the conduct itself and make your goal desire clear.
Do Follow these tips and witness the distinction!

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rajesh-shethia

An expert in the field of Business Development and Human Resources

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