Issue link: http://read.uberflip.com/i/1051049
24 / JULY.AUGUST.2018 USICERINKS.COM 24 / NOVEMBER.DECEMBER.2018 USICERINKS.COM A Better Way Assume that the vast majority of employ- ees are good people who want the com- pany to succeed. If a problem develops and is brought to their attention, their desire is to solve it. A performance coaching approach is based on this assumption. If a prob- lem arises, those involved will want to solve it. This coaching meeting has an agenda the manager partially prepares in advance to be clear and concise about the problem. When prepared, the manager can state the issue, usually in under 15 seconds, and then ask, "What's going on?" This turns the problem-solving conversation immediately over to the employee to discover the cause of the performance issue. This is not a "step" process. This is an adult conversation that ends depending on how the employee responds. • Cooperative: If the employee is coop- erative (most are), he or she accepts responsibility and offers an action or commitment to address the cause— problem solved! The action or solution is not provided by the manager. The manager facilitates the employee's plan. • Uncooperative: The employee may be uncooperative, meaning he isn't forth- coming regarding the cause, blames others or simply avoids responding as an adult to the manager's questions. When this happens, the manager reflects what she's seeing and hearing. Most people become cooperative at this point. If not, the manager will ask the employee to go home for the rest of the day. Unlike a suspension, this time off is paid because the employee's job that day is to decide about his employment. Is this a job he wants? Can he meet expectations? If so, he is expected to return with a sincere com- mitment statement or plan of action. If the employee determines the job is not for him, the company processes his resignation. (A surprising number of people make the decision to change). • Disrespectful: Occasionally an employee can go beyond uncoopera- tive and become downright disrespect- ful. There is no room for disrespectful behavior in this process. The manager reflects what she's seeing or hearing, and if the employee continues to be disrespectful, the manager ends the meeting. The employee is sent home and informed that the manager will call him in the morning to let him know if he still has a job. In all three instances, the problem is solved—usually with less than two conversations. This process does have documenta- tion. W hen a manager lacks confi- dence that the improvement will be made, a letter is sent to the employee that documents both sides of the con- versation including the employee's plan of action. It is kept in a company file. W hen the employee's response results in resignation or termination, a report detailing the conversation(s) is submitted. With this approach, the legal process is now focused on the employee's response and subsequent actions versus whether the detailed progressive discipline steps were followed by the company. As competition for good people becomes more intense, companies that treat their employees with respect, and as adults, gain the advantage. Managers are then free to use the leadership, judg- ment and communication skills for which they're paid. J Sue Bingham is the founder of the HPWP Group, a master coach, speaker, and author of the forthcoming book, Creating The High Performance Work Place: It's Not Complicated to Develop a Culture of Commitment. At the forefront of the positive business movement, Sue supports leaders as they achieve their vision of success, and designs common- sense systems that make people and organizations more effective. AS COMPETITION FOR GOOD PEOPLE BECOMES MORE INTENSE, COMPANIES THAT TREAT THEIR EMPLOYEES WITH RESPECT, AND AS ADULTS, GAIN THE ADVANTAGE. MANAGERS ARE THEN FREE TO USE THE LEADERSHIP, JUDGMENT AND COMMUNICATION SKILLS FOR WHICH THEY'RE PAID. "Disciplining" Adults is Just Wrong