The Procrastination Penalty (Part 1 – Employee Issues)

The Procrastination Penalty

(Part 1 – Employee Issues)

Nobody likes to deal with employee issues like harassment, performance improvement, corrective actions, and terminations, not even Human Resource professionals.  But there is a huge price to pay when we put off dealing with these issues and instead deciding to use “hope” as your improvement strategy. In case you didn’t know, hope is NOT a strategy.

I would like to take credit for the following quote that I use often in my business advice. It was given to me from a mentor once when I had something difficult to deal with. It has stuck with me in business and in my personal life, so permit me to share it…

“It is better to end in pain, than pain without end”.

Keeping quiet about a problem you are having with an employee and expecting him or her to simply wake up and improve, never works.  I get it… confrontation is hard, and we all tend to procrastinate doing things we are uncomfortable doing.  But taking this path can have disastrous results both for the individual employee and the organization as a whole.

Delaying necessary actions can create a ripple effect that impacts productivity, team morale, and leadership credibility. Here’s how procrastination can affect you and your business dealing with performance issues:

 

1. Behavior Becomes Habitual:

When performance issues are not addressed promptly, the employee may continue the poor behavior or underperformance, believing it is acceptable.

• The longer it persists, the harder it can be to correct. A minor issue, if left unchecked, can snowball into a larger problem that affects team productivity, customer satisfaction, or project deadlines.

 

2. Negative Impact on Team Morale:

“Nothing will kill a great employee faster than watching you tolerate a bad one” — Perry Belcher.

• Other employees may become resentful if they see a team member not meeting expectations without any consequences. This can lead to dissatisfaction or even reduced effort from top performers who feel their contributions are undervalued.
• Failing to address issues creates the impression that underperformers are being treated leniently, which can lead to perceptions of favoritism or unfairness.

3. Loss of Leadership Credibility:

Employees look to leaders to provide guidance, accountability, and fairness. Procrastination in dealing with performance problems can make leaders seem indecisive or avoidant, undermining trust and respect.

• If employees feel there are no consequences for poor performance, it can diminish the leader’s authority and ability to enforce standards.

4. Missed Opportunities for Growth:

Employees who are underperforming may not even be aware of the issue. By procrastinating, leaders deny them the chance to learn, improve, and contribute more effectively.

• Without timely feedback, employees may become disengaged or stuck in ineffective habits, limiting their potential and career development.

5. Increased Stress for the Leader:

Procrastination creates mental and emotional stress for leaders, who know the issue still needs to be addressed. This can drain energy and distract from other important responsibilities.

• Supervisors or upper management may notice the unresolved issue, putting additional pressure on the leader to act.

6. Risk of Employee Disengagement:

Employees who aren’t held accountable may feel unchallenged or unmotivated, leading to disengagement.

• Other team members, especially high performers, may leave if they feel the workplace tolerates mediocrity or fails to uphold high standards.

7. Potential for Legal or Ethical Issues:

Procrastinating on addressing performance issues can result in insufficient documentation if disciplinary action or termination becomes necessary. This lack of record-keeping can create legal risks.

• If the issue involves misconduct or ethical violations, delaying action could expose the organization to reputational or financial harm.  Or set dangerous precedents when trying to deal with another employee with a similar behavior or issue.

To restate a previous point, keeping quiet about a problem you are having with an employee and expecting him or her to simply wake up and improve, never works. Here are a few suggestions for you to help overcome procrastination while preparing to address performance issues for an employee that is under your direct report:

• Acknowledge the Issue: Recognize that avoiding the issue is not a solution and could lead to greater challenges later. Acknowledge and own the fact that it won’t get better on its own.
• Prepare for the Conversation: Plan what you need to say, including specific examples of the performance issue, its impact, and expectations for improvement.
• Act Promptly: Schedule a private meeting with the employee as soon as possible to discuss the issue constructively and collaboratively.
• Focus on Solutions: Approach the conversation with a mindset of helping the employee succeed, offering support or resources as needed.
• Document the Process: Keep a record of the discussion, agreed-upon action plans, and follow-ups to ensure accountability and clarity.
• Seek Support if Needed: If you’re struggling with the conversation, consult HR or a mentor for advice on handling it effectively.

It always critical to remember that when evaluating an employee, especially for a disciplinary review, you are evaluating the performance, not the person. Regardless of how you feel personally about the individual, if you are upset or emotional, then is a good thing to take the opportunity to calm down and think rationally before addressing performance issues.  But don’t take too long, addressing them promptly not only benefits the employee but also reinforces a culture of accountability and growth within the organization.

By overcoming procrastination, leaders can build stronger teams and foster a more productive, positive work environment. The stress these situations put on you and other leaders is a huge concern, and if that stress is removed quickly, you can all move on to the other things that gets your company closer to its goals.

The biggest problem, in my opinion, with not addressing swiftly and fairly, is the impact it has on your star performers.  It has been said that high performers will not tolerate mediocrity, and will move on quietly, leaving you with only marginal performers.  However, when they see what they perceive as injustice they will move on sooner AND often stir up others as to that injustice.

The price of procrastination is way to high to not confront employee issues immediately.  The poor performer gets a chance to correct their behavior or to quit.  In my mind, either is a win for the company, and most importantly your staff gets to see that you are a courageous leader that will not tolerate unfair behavior, and be more willing to follow you into battle on future occasions.

 

1,074