While at the ALA National Conference this year, I attended a session on substandard behavior. Below are some things that you may find helpful. 

Do you have problems with substandard behavior in your law firm? Replace frustration with fascination! Managers and Supervisors sometimes create a "have to" environment without even realizing it. Leaders create a "want to" environment. Turn your Managers and Supervisors into Leaders.

Substandard performers believe that their behavior is consistent and your behavior is inconsistent. Why? Because we allow it to happen! Consider the following scenario: Sally is an average to above average performer, however, she is late on a regular basis. Most of the time it is only 5 to 10 minutes but occasionally, Sally is 15 to 20 minutes late. 

The attorneys Sally work with are not morning people so typically, her tardiness does not cause huge issues; so as her Manager, you do not immediately address this problem. Time marches on and not much changes in the above scenario until one day, one of Sally's attorneys has to be in court and needs her assistance that morning before he leaves for the courthouse. Sally, in typical fashion, shows up late. By this time, you have listened to the attorney rant and rave because his secretary is never on time. You had to find someone to cover Sally's desk because she was late and you missed a meeting because you had to spend your morning dealing with these issues. You are now angry about this situation. Is this when you should address the issue? No, but this is a typical problem that repeats itself.

When you procrastinate in addressing substandard behavior, your Firm standards are automatically lowered. The purpose of standards is to improve pride and morale. Drifting standards can contribute to a loss in productivity. The ultimate price of drifting standards is the loss of your best people. The weakest links in your firm set standards by default. 

Confronting substandard behavior may be difficult but can be very effective. All confrontations must be done privately. Timing should determine when you confront; not the number of occurrences. We often try to change people who do not want to change, therefore, when you confront someone, ask them what they want to do. Identify expectations and let them make the decision. 

The following may be useful when confronting substandard behavior:

• Tell them what you want - be sure to focus on behaviors (i.e., when you are late……)

• Tell them how it makes you feel - use words like disappointed, concerned, troubled, etc. 

• Tell them why you feel that way - always tie this to the client

• Ask "how do you feel about this?" Be prepared for responses that range from "I don't know" in which you should just make a note in the file to "what is the big deal?" where they are challenging authority. You can respond by saying something like "I understand how you feel. Being timely may not be working for you but our clients expect and need our people to be here on time."

• Ask "what can we do about this?" You may want to use progressive discipline.

People need to receive compliments. Also, be proactive to give compliments often and regularly to any deserving personnel. On an average, give 9 compliments or expressions of appreciation for every criticism. Always confront privately.