Concerns about colleagues performance

[downhill racer]

Myself and another senior manager have concerns about the performance and ability of another senior manager to fulfil his duties. He haS responsibility for an area of the business that had the largest impact on the success of the business and we feel be is not up to the task.

We want to speak with the MD about this. What is the best way to approach this, formally or informally?

Also, is this a good idea or not?

 

[Ozzy]

If you have a good relationship with the MD then an informal conversation would be my suggestion, as once things are done formally there's no turning back so I'd always suggest formality as a last resort if there's no other option.

 

[intheTRADE]

Tread carefully is all I would say.

You say you have concerns about his performance then say you feel he isn't up to the task. Which is it? They are different things and what are either of those thoughts based on?

 

[downhill racer]

I mean he cannot perform his role adequately to ensure the success of his operational department.

Not sure how I can tread carefully, either I raise my concerns or don't. There are numerous reasons for my concerns, as an officer of the company is it not my duty to do this?

 

[JEREMY HAWKE]

Sack em simple as that
Sack em that's what I always say
Sack the lot of them maybe

Hope this helps

 

[downhill racer]

Ha ha, good old Jeremy hawk my friend, i wondered when you would turn up, a thread is never complete without a business insight from UK business forums premier troll

 

[JEREMY HAWKE]

Ha ha, good old Jeremy hawk my friend, i wondered when you would turn up, a thread is never complete without a business insight from UK business forums premier troll

Its Hawke with an E actully

 

[downhill racer]

I'm sure there's plenty of e's jezza

 

[Deleted member 335660]

Myself and another senior manager have concerns about the performance and ability of another senior manager to fulfil his duties. He haS responsibility for an area of the business that had the largest impact on the success of the business and we feel be is not up to the task.

We want to speak with the MD about this. What is the best way to approach this, formally or informally?

Also, is this a good idea or not?

Firstly this is clearly the opinion of you are your colleague, but is it right?

If the problem is a critical as you suggest them why hasn’t the MD picked up on it. Perhaps the MD needs sacking!

So I would suggest your first step is for the two of you to sit down with No3 and explain your concerns and try and get a solution.

If No 3 is obstructive or does not acknowledge your concerns then approach the MD.

Before you do put it down in writing, it’s by doing this you and your colleague can make sure you are united in your thoughts and have a clear picture of the problems and solutions. Otherwise you might find yourself the victims.

 

[Lucan Unlordly]

I mean he cannot perform his role adequately to ensure the success of his operational department.

That can mean so many things?

Physically, people management wise, lack of knowledge, alcohol dependent?

 

[Jamie Goodwin]

Myself and another senior manager have concerns about the performance and ability of another senior manager to fulfil his duties. He haS responsibility for an area of the business that had the largest impact on the success of the business and we feel be is not up to the task.

We want to speak with the MD about this. What is the best way to approach this, formally or informally?

Also, is this a good idea or not?

You can approach the MD and mention your concerns but whether something is actually done about it is a different matter - how close is the MD to the underperforming colleague? They could be just as close as you are?
Maybe approach from a different stance and have a senior management meeting to iron out any concerns?

 

[Owen Parry]

Firstly, you need to remove emotion out of this whole equation, words like 'feel' are not going to cut it.

You need to gather evidence of these concerns and then speak to the MD. At the end of the day poor performance is going to hurt the company, however you can't decide that someone isn't up to the job without sufficient evidence of poor performance.

Gather evidence to support your claims, bring it to the MD and let them make a decision.

 

[Stas Lawicki]

If you're an company officer, why don't you take the time and speak to them? Go for a beer, coffee, virtual chat etc and find out what they are up to and how they are? Maybe they're ill; their dog died; they lost a lotto ticket; they've got marriage problems; IBS; they are rubbish; they haven't been trained; they haven't been supported by their peers; the MD love them; the MD hates them.

Start with them - see what you can sus out and rather than give them the E, try and help them through whatever problem they are facing and get back to business. They must have some qualities to have been hired in the first place.

Be a problem solver, don't create one (or another one)...

 

[ctrlbrk]

You say you have concerns about his performance then say you feel he isn't up to the task. Which is it? They are different things and what are either of those thoughts based on?

What's the difference?

 

[Jon Bramwell]

I don't want to speak for @intheTRADE but I assume he was alluding to the fact that if there are concerns for performance then that has been tallied or measured against specific targets or goals and they are not being achieved.

If he "feels" he isn't up to the task then that is just an opinion, it may not be how others feel and it's down to perception. (Removed)