Having tough discussions with your employees will always be one of the most important and most daunting tasks you will face as a manager.There are circumstances where “avoidance” will simply encourage bad behaviour and erase good behaviour.
This workshop will provide you with guidance and realistic sample scripts you can use to facilitate clear, direct interactions with your people, helping to side-step potential awkwardness and to meet issues head-on.
I Common Managerial and Supervisory Discussions
Mediating Disputes Among Subordinates
Inheriting an Employee with Disciplinary Problems
Stopping Attitude Problems in Their Tracks
The 2-Minute Challenge
Coping With Criticism from Subordinates
II Poor Work Habits and Job Performance Concerns
Lack of Quality, Detail, Efficiency, Quantity, Speed
Substandard Customer Satisfaction
Failure to Learn or Use Material from Training
Acts Resulting in a Loss to the Employer
Failure to Follow Through, or “Dropping the Ball”
Excessive Personal Phone Calls; Internet Usage
Absenteeism and Tardiness
o“No Fault” System
o“Excuse” Based
oPatterning Around Weekends and Holidays
oExempt Employees who come and go as they please
Lack of Requisite Skills
III Inappropriate Workplace Behaviour and Conduct
E-mail Misuse
Bullying, Shouting, Arguments, Language
Hostile Environment
IV Substandard Communication Skills
Gossipmongers, Snitches, and Tattletales
Whiners and Complainers
Requests for Confidential Conversations from Other Supervisors’ Subordinates
Poor Listening Skills
Failure to Communicate Upward (especially “bad news”)
Poor Preparation and/or Participation in Team Meetings
V Leadership Style Challenges and Career Management Obstacles
Stalled Career Syndrome
Unwillingness to Confront Problems Head-On
Staff Motivation Conversations
Inability to Provide Constructive Criticism
Inability to Receive Constructive Criticism
Lack of Leadership
Lack of Planning, Scheduling, and Prevention
Poor Time Management Practices (focus on priorities)
Perfect Phrases for Delegation
Situation Leadership – Ken Blanchard
VI Corporate Actions
Probationary Termination
Administering Disciplinary Warnings
Progressive Discipline
Termination for Cause (in conjunction with progressive discipline)
Encouraging Voluntary Resignation When There are No Progressive Warnings on File
Negotiating a Separation Package When There Are No Progressive Warnings on File
VII Perfect Phrases for Dealing with Difficult People
Difficult Co-Workers
Difficult Bosses
Difficult Employees
Difficult Customers
People Who Don’t Listen
Argumentative People
Negative People
When That Negative, Angry Employee is You
VIII Perfect Phrases for Motivating and Rewarding Employees
Motivating vs. Satisfying
Herzberg’s 2-Part Theory
Specific Needs of the New Workforce – Generations at Work
The Motivated Environment
Ongoing Positive Feedback
Motivating the Underachiever
The Powerhouse Overachiever
Raising Morale in Tough Times
Public Recognition and Rewards
Peer Recognition Programs
Gifts and Special Occasions
X The Rules of Responsible Communication - Review
Stay Positive
Be Civil
Use Candor
Use Specific Examples and Observations
Speak Accurately and Honestly
Maintain the Three Perspectives (Yours, Theirs, and that of a Neutral Party)
Use the Deane Eldredge Communication Planning Model