Getting Slackers to
Uphold Agreements

by Cynthia Clay, President, NetSpeed Learning Solutions

Slackers are those often well-meaning colleagues who drop balls, miss deadlines, repeatedly make excuses for their poor performance, and ultimately interfere with your performance.  Many slackers have good intentions--when they say "yes" to your request, they really mean "yes," but that "yes" turns into "maybe" when they find they can't juggle all the balls they've got in the air.

A Slacker's Story 

Meet Enrico, a charming, enthusiastic colleague whose "can do" attitude often makes him delightful to work with. So what's the problem? Enrico, an IT program manager, has repeatedly promised to work with Karin to write a procedures manual for the help desk staff. At the staff retreat in January, Enrico agreed to partner with Karin to accomplish this task. Karin has five major goals for the year and developing the help desk procedures manual is at the top of the list. Unfortunately, Karin has been unable to make much progress because Enrico regularly misses meetings, fails to follow through on agreements to write sections, and doesn't answer Karin's emails requesting information. She's so frustrated with Enrico's excuses that she is on the verge of taking the whole situation to her boss. 

Let's look at a few clues that identify the slacker. He often:

• Annoys you with his performance
• Ignores policies that affect your performance
• Breaks commitments or doesn't perform tasks you need
• Delivers projects late or of poor quality
• Fails to communicate with you or provide information you need
• Doesn't respond to your messages
• Repeatedly asks for your help
• Doesn't consult you on tasks, procedures, or decisions that affect you
• Causes your project to fall behind because of poor performance

While the word "slacker," implies someone who is lazy, in truth, many slackers are overcommitted. They say "yes" in the moment to please others, or end an uncomfortable conversation. They may even honestly believe they can accomplish just one more task this week.  When it becomes clear that they can't get everything done, slackers may become defensive about the tasks they are skipping, claiming, "You can do this without me," or "You're asking for more than I agreed to give." To hear a slacker in action, watch this short video at NetSpeed Fast Tracks.  

There are two principles that can help you work with slackers to bring out greater openness: Take Responsibility and Build Relationships.

Take Responsibility 

• Don't be a slacker yourself.
• Ask if you are being reasonable.
• Make requests of others effectively.
• Establish ground rules with your coworkers.
• As a project manager, communicate extensively with your team members and their bosses.

• Network with others.
• Get input.
• Seek solutions that benefit all.

Slackers need ground rules, clear expectations and regular, ongoing communication. If you are a project manager with a slacker on your team, keep him well-apprised of your project's status and impending deadlines. Check in regularly to discuss progress on his deliverables. If the slacker fails to meet a deadline, gain agreement to a new deadline, document the agreement and share the revised project plan with everyone on the project team. At the same time, make an effort to get to know your slacker, including his interests, needs, and other priorities. You'll be better able to negotiate shared solutions that benefit you and the slacker.

Speed Read Recommendation

The Secrets of Successful Communication: A Simple Guide to Effective Encounters in Business

by Kevin T. McCarney

Trainer Tips:  Whiteboarding Wizardry

by Cynthia Clay

Most web conference platforms have whiteboards. They function as the equivalent of a flipchart used in the face-to-face classroom. The most common use of a whiteboard in a virtual instructor-led training (VILT) session is to open it up, facilitate discussion and record participant ideas. But don't stop there! Consider these creative uses of whiteboards and annotation tools:

• Use a PowerPoint slide as your whiteboard. After your brief lecture, include a diagram, a chart, a picture of a piece of equipment, or a blueprint (related to your content, of course). Have your learners annotate or label the various elements to reinforce what they heard.
   
• Use the same picture and list five to ten labels down the left side of the PowerPoint slide. Ask participants to draw a line from each label to the correct element on the slide.
   
• For teambuilding in the VILT environment, ask a team to draw a giraffe on a whiteboard. Give them two minutes to plan their process. Then mute their phone lines and tell them to execute their plan. Have the rest of your learners observe the creative teamwork that ensues.
   
• Create a participant grid on a slide with photos of your learners. As they arrive in the virtual classroom, ask people to "sign in" next to their photos, adding their names and favorite hobbies. You'll build a collaborative learning community as people get a sense of their fellow classmates.
   
• Create a motto and slogan for leadership in your organization. Have the group discuss aloud or offer ideas in a chat pod. While they make suggestions, have a volunteer (or two) draw the various mottos and type the various slogans on the whiteboard. It's attention-engaging to watch the images and words appear (no artistic talent necessary).

Learn more about these kinds of engaging, interaction techniques by taking NetSpeed's Virtual Facilitator Trainer Certification program. The next course opens in January 2012.