This document provides guidance for having a follow up discussion with an employee about a problem issue. It recommends that the manager:
1. Ask the employee to restate their understanding of the situation to ensure they comprehend the manager's perspective before discussing their own views.
2. Ask for the employee's views on the situation and listen to understand their reactions in order to find a resolution.
3. Ask for a commitment from the employee to resolve the problem going forward, rather than accepting vague assurances, and make the expectations clear.
4. Promise to follow up with the employee at a later date to review progress and provide coaching in the meantime.
This document provides guidance for having a follow up discussion with an employee about a problem issue. It recommends that the manager:
1. Ask the employee to restate their understanding of the situation to ensure they comprehend the manager's perspective before discussing their own views.
2. Ask for the employee's views on the situation and listen to understand their reactions in order to find a resolution.
3. Ask for a commitment from the employee to resolve the problem going forward, rather than accepting vague assurances, and make the expectations clear.
4. Promise to follow up with the employee at a later date to review progress and provide coaching in the meantime.
This document provides guidance for having a follow up discussion with an employee about a problem issue. It recommends that the manager:
1. Ask the employee to restate their understanding of the situation to ensure they comprehend the manager's perspective before discussing their own views.
2. Ask for the employee's views on the situation and listen to understand their reactions in order to find a resolution.
3. Ask for a commitment from the employee to resolve the problem going forward, rather than accepting vague assurances, and make the expectations clear.
4. Promise to follow up with the employee at a later date to review progress and provide coaching in the meantime.
This document provides guidance for having a follow up discussion with an employee about a problem issue. It recommends that the manager:
1. Ask the employee to restate their understanding of the situation to ensure they comprehend the manager's perspective before discussing their own views.
2. Ask for the employee's views on the situation and listen to understand their reactions in order to find a resolution.
3. Ask for a commitment from the employee to resolve the problem going forward, rather than accepting vague assurances, and make the expectations clear.
4. Promise to follow up with the employee at a later date to review progress and provide coaching in the meantime.
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3. Ask for a restatement.
Thank the employee for listening and say something like, “I know you have a reaction and I want to hear it. But first, I want to make sure you understand this situation as I see it. What do I see as a problem and what do I want from you from now on? What will I do next if this problem is not resolved?” This is an important step. The employee may be upset and his or her emotional reactions may lead to a very distorted perception of what you were saying. Or the employee may have been mentally preparing a defense and might not have even heard much of what you said. Identify any significant distortions and discuss them. Do not move on until you are satisfied that the employee has an understanding of your point of view.
4. Ask for the employee’s views. Up to now, you have been serious and maintaining fairly tight control of the discussion. Now is the time to switch to a much more supportive, collaborative mode of discussion. Thank the employee for listening. Ask how he or she sees the situation and listen to what is said. Explore the employee’s reactions, looking for a way to resolve this situation.
5. Ask for a commitment. After a reasonable amount of time has been devoted to the preceding discussion, restate your essential requests of the employee and ask for a commitment. Try saying something like, “I know that I am not asking you to do anything you cannot do. I am asking you to...from now on. Can I count on you to do that?” Don’t settle for variations on “I’ll try” or “I’ll do my best.” Say something like, “My request of you is quite simple. I’d like you to...from now on. I’d like to know if you are going to do that. I would really like to hear you say ‘Yes.’”
6. Promise to follow up. Before the employee leaves, set another appointment to review this issue at an appropriate future date and time. Let the employee know that you will keep this appointment and that you hope all you have to do at that time is thank him or her for the progress made. Also promise that you will be coaching the employee between now and the next meeting. You want the employee to leave this meeting knowing that the conversation isn’t over yet. You have promised coaching and an additional meeting. This conversation and the promised followup will demonstrate how seriously you take this issue. In most cases, this strategy will get the employee’s attention and resolve the matter without the need for formal discipline. One final word: You have promised to follow up. Make sure you keep your word.
