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Sample
Script
>>Addressing
Unacceptable Performance or Behavior
IMPORTANT
NOTICE: The information contained on this site is
meant as general information only. It should not be used
as a substitute for legal or professional
advice.
As managers,
we often avoid opportunities to address unacceptable
performance or behavior. Perhaps we fear our feedback
will result in a difficult-to-handle response or harm
relationships. The reality is, withholding constructive
feedback will do more harm than good in the long run.
Giving constructive feedback is easier and more
effective when we are prepared. Following are 7 steps
for addressing inappropriate behavior.
Here’s the
scenario: Jessica has been tardy 3 days this week.
1. State the facts – Start off by stating the
facts. Be concise and direct. You know you’ve stated
the facts when no one can disagree with what you’ve
said. The goal of this step is to get both parties on
the same page and to set the tone for productive
dialogue. “Jessica, you were 10 minutes late this
morning. You were also a few minutes late on Friday and
Monday.”
2. Interpret the facts, giving the benefit of the
doubt – The other person may become defensive
after you’ve stated the facts, after all, you’ve
just pointed out a flaw in their performance or behavior
and it is natural to take this personally or to become
defensive. In this step, you want to bring down the wall
of defensiveness by giving the person the benefit of the
doubt. “I know your son just started kindergarten this
week and I imagine the transition is effecting your
schedule.”
3. State your feelings – The reason you’re
addressing the issue is because you have some feeling
about it. Honor yourself and get those feelings out.
Simply identify and state your feelings. When you do,
don’t justify or minimize the feeling(s) – just name
it. “I’m disappointed in your recent tardiness. Your
tardiness directly impacts our service levels which
means customers have to hold longer and your co-workers
have a difficult time handling calls.”
4. Validate the relationship – You’ve just
authentically stated your feeling(s) regarding
unacceptable performance. This may be a hard pill for
your employee to swallow. Follow this up with a little
sugar. Find something positive to say about your
relationship and make it genuine. “You are one of my
superstar employees! I’ve always appreciated the way
you take initiative and anticipate customer’s
needs.”
5. Say, “Help me understand.” – In steps 1
– 4 you are doing all of the talking. Now it’s time
to turn this into a dialogue and get your employee’s
feedback. Do this by simply saying, “Help me
understand…” For example: “Help me understand why
you’ve been coming in late.”
6. Request behavior change – Now you need to
directly state what you need to have happen. “I have
to have you here on time. Our customers need you here
and your co-workers need you here.”
7. Ask, “What do you think of what I’ve asked of
you?” – This is a dialogue and what your
employee is thinking and feeling matters. Let them know
this by asking for their input. “Do you think what
I’m asking of you is reasonable?”
Managers using this method should not fear getting a
difficult-to-handle response or harming the
relationship. This method is direct, clear and maintains
the esteem of your employees.
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