How often have you heard someone say, “It happened all of a sudden”? In my career as a manager, executive, consultant, psychologist, and even during a stint as a human resource manager, I’ve lost count of how many times I’ve heard this phrase. But do things truly happen suddenly? Or do they usually develop gradually, gaining momentum over time?
Take employee performance issues, for example. Rarely do these problems emerge out of nowhere. Instead, they often start as minor disturbances that escalate into serious, complex issues. If you’ve been managing people for even a short time, you’ll likely agree that most problems grow over time rather than appearing “all of a sudden.”
So why do so many managers claim otherwise? From my experience, it boils down to three primary reasons:
1. Lack of Awareness
Some managers are simply unaware of their employees’ struggles. They may have distanced themselves too much from their teams or chosen to ignore warning signs. Effective management requires staying connected and observant. Without this closeness, small issues are likely to fester and evolve into major challenges.
2. Belief in Problem Self-Resolution
Some managers assume that problems will resolve themselves if left alone. This “wait-and-see” approach rarely works. While a few issues might improve on their own, most tend to grow more complex, involving additional people and processes. Ignoring problems is a risky strategy that often leads to bigger headaches down the line.
3. Fear of Confrontation
Non-confrontational managers may avoid addressing performance issues out of fear of conflict. However, delaying action only allows minor problems to grow. Confronting issues early is far easier and more effective than dealing with larger, more entrenched challenges later. Courage and timely intervention are essential traits for successful managers.
The Cost of Delay
Dealing with small problems early is faster, simpler, and less expensive than tackling larger ones. For example, in retail, a front-end manager monitoring bag usage might notice a gradual decline from 6.5 to 6.0 items per bag. Addressing this immediately could prevent further deterioration. Ignoring the issue, however, might allow the problem to escalate, leading to significant operational inefficiencies that are far harder to fix.
Early intervention enables managers to resolve issues before they spiral out of control. Proactive performance coaching can often solve minor problems in minutes, while major issues might take weeks, months, or even years to address. Moreover, waiting can be costly—in time, money, and morale.
A Key Management Principle
I’ve learned an invaluable lesson over the years: “There’s no such thing as all of a sudden.” Most performance problems start as small, manageable issues. When left unchecked, they grow into major challenges that can overwhelm even the most experienced managers. Great managers recognize problems in their infancy and address them swiftly and decisively.
By staying connected, confronting issues promptly, and using effective performance coaching, you can prevent small problems from becoming big ones. In doing so, you’ll not only improve performance but also demonstrate the leadership that sets great managers apart from the rest.