Courage takes many different forms. My wife shows great courage every time we go on holiday in overcoming her fear of flying. Only those who share her fear can really understand what she goes through to get on that flight. Mangers also need courage. It takes a different type of courage to challenge when it tempting to go for an easy life. Management is about people management and some people don’t make it easy. If you know some one is going to respond badly when you challenge them about their attendance, careless mistakes in their work, frequently missed deadlines, general cynicism or inappropriate comments about team members then you wonder is it worth the agro. How much more courage does it take if you know from the individual’s history they will respond to any criticism with allegations of racism or complaints of harassment due to their sexuality or accuse you of being incentive to their disability. How much more courage still does it take if you know from experience that you are unlikely to be supported and that immediately allegations of harassment are made the focus will change from addressing the work issues of this member of staff to you proving you are not racist, sexist, homophobic or an insensitive bully. And what if this is not the first time such allegations have been made although not upheld against you.
It’s not surprising that in certain situations manager’s courage fails them.
Many managers have not acquired the necessary courage and skills to deal with situations which regularly arise in the modern work place when these situations have a racial dimension or involve a gay or disabled member of staff.
Not confronting an individual with the evidence of their lack of competence because they have a disability is unfair to them, unfair to their staff, unfair to other managers and unfair to other people who have a disability.
Just because the previous manager avoided addressing the issue of competence does not excuse you. Being an effective manager of a diverse workforce is all about how you tackle issues like this. The first thing is to accept it is your responsibility to deal with it. The second is applying the competence policy and procedures fairly irrespective of the individual’s race, faith, gender, sexuality, age or disability. Seek advice and support from HR. Whilst this individual should be treated no differently to others who are not performing, be realistic their disability will put your actions under closure scrutiny so make sure you are clear what you are intending to do is in line with the procedures, share your intentions in advance at each stage with your line manger ask their advice, check out your proposal with HR and keep detailed records. Remember telephone conservations and emails may be used in any subsequent appeal so think before you speak and don’t say anything in an email you are not prepare to have the individual read and don’t say anything you cannot substantiate – no generalities, be specific and always check your facts.
What separates out the managers who just want an easy life from the one’s with leadership qualities is the willingness, skill and courage to challenge.