I laughed out loud when I first heard the term “tattoo regret,” but I know from first-hand experience in the workplace that there can be a threshold moment when a manager realizes he’s got supervisor regret - the employee isn’t working out - and it’s not funny.

The problem can be about actual ability, or it may be a “motivation” issue, or a combination of both that adds up to a non-fit. The main thing is that the difference between what had been originally hoped for, and what turns out to be true, can no longer be ignored.

Handling the situation well requires one kind of skill. Doing your best to insure that it mostly doesn’t happen again - prevention - is the better skill for the long haul, and depends on learning the right lessons.

Obviously, managing your own feelings is crucial, especially since everything changes the instant an employee senses you’re no longer thrilled they’re on your team. Be prepared for a range of responses, including denial and aggression, if and when you broach the problem.

For you the manager, remember - it’s always about the work and work performance.  Your demeanor and use of language should convey that, and only that.

Prevention is crucial:

Monitor that “uh oh” feeling, and head toward problems early.

Invest time in mentoring and/or coaching the employee without even hinting that you’re too busy, or that you’re annoyed you have to do it.

Remember, until that threshold is crossed - it isn’t. You’re helping your employee succeed, and trying to approach things as problems to be understood and solved - really.

As a practical matter, authentically helping an employee succeed increases the likelihood the effort will bear fruit, and decreases the likelihood there will be unreasonable fallout if it doesn’t.

It’s not quite win-win, but it’s close. After that, yes, you may have to do what was going to need to be done anyway.  But you did it the right way.

 

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