As Michael Saterman, managing partner and chief customer officer of Saterman Connect, put it to me, “This is the time for allies in the workplace to step into action.” Ensure you have an updated job description. If your boss isn’t aware that other leaders have pulled you into various initiatives, they might not realize how you’re spending your time. Be specific about your ask, to ensure they share details of how you found the company cost savings on a recent project or stepped up and took over an account while your colleague was on leave. Ask peers and other leaders to share your successes with your boss and advocate for you.
Sharing the wins yourself is just one part of defending your performance. Without knowing your successes, you can’t tell the story of the impact you’re making. We often lose track of all the things we’ve accomplished, especially as we get further along in the year. Jog your memory by reviewing emails, notes, Slack messages, and your calendar. If you haven’t been documenting your wins regularly - the big ones and the small ones - now’s the time to start.
Send these in an email after the conversation so your boss has a documented list of your wins. Also be ready to highlight projects you stepped into and problems you helped solve that your boss may not be aware of. Have a list of key initiatives you’ve been driving, including the most up-to-date progress and metrics you can speak to. If your boss says your performance isn’t up to par, be ready to defend your performance by pointing to your successes. It’s time to start advocating for yourself. Here are four actions to take if you think you’re being mislabeled. But what if you haven’t done any of those things and are still being told you’re not meeting expectations? Being labeled a poor performer can negatively impact your reputation within your company, your ability to continue to do your job, and your self-confidence. No one wants to be told they’re performing poorly, but it does happen for legitimate reasons. That number comes as no surprise considering poor performers might make serious errors, not show up to work consistently, damage customer relationships with poor interactions, waste their boss’s time, or negatively affect retention on their teams. Department of Labor, the estimated cost of a poor performer can be at least 30% of the employee’s first-year expected earnings. Labeling me a poor performer solved two key issues for him and the company.Īccording to the U.S. I later found out that my boss had wanted to downgrade my role in search of cost savings for the department and had no maternity leave backfill for the other role. And suddenly, as the head of diversity, equity, and inclusion, I became one of the most valuable leaders in the company. Then two weeks later, George Floyd was murdered. Or I could be put on a performance improvement plan and ultimately forced out of the company. I was presented with two options: I could backfill someone on maternity leave in a role outside my department that didn’t align with my career vision. I had been given the highest performance rating the previous year, and suddenly I was being labeled a poor performer. You aren’t making any impact in this job anymore.”Īs I pushed for specific feedback, he couldn’t provide any. “It’s clear to me that the lights are on, and nobody’s home. “We will be downgrading your role,” my former boss told me over the phone.
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