22 Sep Difficult Conversations Initial PostAs you saw in
Difficult Conversations Initial PostAs you saw in the Penny’s Performance Review video, employees do not always understand they are not meeting expectations until it’s too late. Scenario: The performance of your top employee has recently slipped. You had a conversation with the employee to address it. The employee improved for a period of time but slipped again. Now your boss has noticed, which questions your leadership. You do not want to terminate this employee because you know the value of this person and his/her work, and you trust and respect this employee; however, you are starting to look bad. It is time to take action, so you schedule a meeting with the employee. Part One: Discuss your strategy (supported by sources) for the meeting, including: How will you use candor to make your point clear during the conversation?How will you remove your own personal emotion from the conversation, while still maintaining empathy and trust with the employee? Considering the course materials for this week, what techniques for building effective working relationships will you employ, and why do you choose these techniques? Part Two: Write a brief dialog recording the conversation between you and this employee that demonstrates your use of the strategies outlined above. Responses Part A & B PART A – PLEASE RESPOND TO CLASSMATE DISCUSSION WHETHER YOU AGREE OR NOT & A DETAILED WHY: How will you use candor to make your point clear during the conversation? – I would open the meeting letting the employee know that I appreciate his/her time for coming to the meeting. I would first address the positive and what the employee has done well over the course of time. Using a radical candor approach will let the employee know that I have confidence in them. Then, I would let the employee know that we are having the meeting to develop a strategy together to help improve their performance that has decline. I will again show empathy and let the employee know that I care about their future with the company. How will you remove your own personal emotion from the conversation, while still maintaining empathy and trust with the employee? – It is important to control facial expressions and body language by having direct eye contact, upright posture, being relaxed and listening actively. The best way to remove personal emotion from a professional conversion is to understand the employee’s situation by putting yourself in their shoes through empathy. I must acknowledge the problem, be a good listener, remain calm, and show signs of concern as a supportive leader. Considering the course materials for this week, what techniques for building effective working relationships will you employ, and why do you choose these techniques? – In this week’s course video Karl McDonnell stated that you must, “Make your friends before you need them.” Everyone has unique qualities and it is important to identify those qualities and recognize them for it. Showing those that they are appreciative and cared for will build a connection. Keeping a positive and welcoming attitude with skills of an active listener will build effective relations in the workplace. Me: Good afternoon, Katherine! I want to thank you so much for coming to our meeting. Employee: Good afternoon. You’re welcome. I’m happy to be here. Me: Great. I’ve been reviewing the performance records, and I would like to go over that with you today. Is that okay? Employee: Yes, of course. Me: Great, so the first quarter of the year shows that you were one of our leading salespersons, and I would like to thank you much for your hard work and dedication to bringing in new customers. Employee: You’re welcome. I agree I did work very hard that quarter. Me: Yes, ma’am. Our most recent performance number shows that there has been a significant decline. We had a discussion a couple of months ago about what can be done to improve it, but there’s no change. Is there anything that we can do for you to help make this change? Employee: No, honestly, I have been lacking. I have a lot of things going on in my personal life that’s affecting my work performance negatively. Me: I’m so sorry to hear that. I understand that we have lives outside of work that can become overwhelming at times. I have created a strategic performance plan that we are going to use to improve your performance together. I need to have your commitment to stick to this plan. Are you okay with us working at it together? Employee: Yes. Me: Perfect! Sounds like a plan. We are going to get things back on track. PART B – PLEASE RESPOND TO CLASSMATE DISCUSSION WHETHER YOU AGREE OR NOT & A DETAILED WHY: How will you use candor to make your point clear during the conversation? I will first allow the employee to share how his performance is at the job and what he feels he can work on. Sometimes management is quick to discipline the individual without asking the employee their view on their performance or even share what maybe on in their personal life. Candor creates an invitation to knowing what’s on the employee’s mind. (Michael Petras) How will you remove your own personal emotion from the conversation, while still maintaining empathy and trust with the employee? I would keep my personal emotion out by focusing on the brand and requirement for being a loyal and committed employee. Keeping in mind, “everybody we mee has something to offer.” (Jack and Warren) I will explain our expectations and ask how moving forward they would fit the job description. Considering the course materials for this week, what techniques for building effective working relationships will you employ, and why do you choose these techniques? The techniques I would use for building an effective working relationship: Procedural tools- Creating an action plan with the employee therefore it’s not out of the ordinary and it allows for interaction with the employee to be open and honest. Diverse Characteristics and Resources- Sometimes we learn best by working and connecting with the right people at the right time. Advocacy and Inquiry- Although I know the employee is wrong, I suspend judgement withing myself and personal emotion. If I only go by my point of view, I’ll never consider what the employee has to offer. Hey John thanks for coming to meet with me to today to discuss your working performance. As you understand this is our third account speaking on how you’re doing on the job. So, tell me how do you feel your performance has been since our last meeting in November? John: Well I feel it has been okay, it could be better there’s just been a lot going on and I am a little unsure of my working duties as they continue to change. Okay, that’s understandable so do you feel you’re being asked to do anything outside of your skills or that it’s more of a challenge to keep up with? John: No ma’am I understand the job, I just need more training and accountability because I am not good at self-managing myself without a shadow, well at least until I’m comfortable on my own. Okay, so this position requires outstanding attendance because we get a new shipment every day and somethings are rushed so it causes for a faster service. We also have a great need for skillful individuals that are used to working in a fast paste environment. The last two times we spoke you stated the issue was training and we provided that for you over the weekends. So, it seems like this being the final straw we need to come together to see what is going to work for you. I am here to help; however, you represent a team, not just yourself. So, when you aren’t performing at your best it reflects the team and also myself as your Manager. John: I apologize that I haven’t been giving my best is there an action plan that I can get on that can help me keep my job because this is really all I have right now. John I know you can do better and you are a very valuable employee here you have been here for 8 years and I would love to even promote you down the road, but we have to come up with a plan you will stick with. Every day for the next month I will have Kelly shadowing you and making sure you are following proper procedures with the packages. At the end of each week she will write a report summarizing your pros and cons so that we can keep track of your performance. The last week I will have your Supervisor shadowing you to mark you off on training skills that you have received and update you on anything new. After that we will sit with the management team to see if your working performance meets our requirements. John: Thank You so much, looking forward to improving and growing with the company.