Do you have an employee on your team who is giving you problems? You may have inherited this employee, or you may have selected him yourself. However, if he is not performing, then you may have to “bite the bullet” and decide what you are going to do about it.

I have met experienced customer service people who should not be let anywhere near a customer; secretarial assistants who couldn’t spell or type fast enough; engineers who could not read blueprints and plumbers who could not plumb!

A telecoms manager who attended one of my seminars told me about one of his engineers who worked in the tunnels under London maintaining cables and equipment. This man was always on sick leave and when he was at work, he kept making mistakes and generally not doing his job very well.

The manager had spoken to the engineer on several occasions about his poor performance; however, he had not made much progress. Eventually, the management discovered that this engineer suffered from claustrophobia. He was trying to deal with it himself and did not want to tell anyone.

He thought he would be perceived as weak and not able to do the job like the rest of his mates. He was obviously in the wrong job and was immediately transferred to another role where he would not have to work in enclosed spaces.

A client of mine realised that the customer service officer they had recently employed could not handle the pressure of dealing with difficult customers and situations. They realised that training would not solve the situation, so they transferred her to a job where she produced quotations and did not have to speak to a customer.

I started my working life as an apprentice engineer. I and all the other apprentices went through the training that taught us how to be engineers. However, some people found it really tough. There was no way that these apprentices would ever be successful engineers. Hopefully, they all found  a career more suitable to their talents.

If you have someone in your team who is unable to do the job and is unable to learn, then you need to transfer him into something he can do, or advise and help him to find other employment.

Now I know that may seem harsh, and it is not always easy or feasible to release people. However, you will never achieve your outcomes with the wrong person in the job.

The business may suffer and you are in great danger of de-motivating the other members of your team. They will not want someone on the team who cannot do the job.

So, for the good of the business, your success, your stress levels and the rest of the team, make sure you have the right person for the job.

Article by Alan Fairweather, “The Motivation Doctor”. He is an international business speaker, successful author and sales growth expert. For more information, visit Article source: