Constructive Confrontation
Conducting the Meeting
Polishing up on your communication skills will help make the interaction easier for both you and the employee. As a supervisor, you can have a “destructive confrontation” or “constructive confrontation.” Destructive confrontation results in little action, no action or negative action. Too often, unintentional destructive behaviors and comments enter the interaction. These include:
- Minimizing or trying to soft-sell the problem
- Not getting to the point (talking around the problem)
- Acting apologetic
- Antagonizing the employee
- Letting the employee control the interview
- Letting friendship get in the way
- Not sticking to the facts and objectives
- Asking simple “yes” and “no” questions
- Mentioning problems without offering solutions
Constructive confrontation, on the other hand, results in a positive action where both parties leave the meeting with a clear understanding of what they are expected to do. Here are some guidelines for conducting a constructive confrontation.
Set the tone. Establish control immediately by expressing a confident tone of voice. Make eye contact with the employee, maintain confident body posture, and avoid small talk.
State the facts. Read the list of documented performance problems. Provide specific examples of absenteeism, tardiness, complaints, production, etc. If the employee has had good performance in the past, acknowledge it. “I know you have the potential to be successful in this position because you have been in the past. You need to come back to that.”
Encourage the employee to respond. Ask open-ended questions to get more than a “yes” or “no” answer. “Tell me about....” “What is it at work that gets in the way?” Rephrase employee’s statements, e.g., “Let me see if I got this right...?”
Keep the discussion focused. If the employee tries to sidetrack an issue, acknowledge his comment, but immediately bring the discussion back under your control. “That’s interesting, but we are here to talk about ... “
Discuss solutions. Cover your list of specific objectives. Ask for the employee’s input. For example, “What suggestions do you have for improving the situation?” Explain disciplinary procedures if they don’t improve the situation. Remember it is your job to get your employees to do the work they were hired to do.
Get a commitment. Directly ask the employee if she is willing to accomplish the objectives. “From now on, can I count on you to ...?”
Set up the next meeting. Advise the employee of the next performance review. Setting up another meeting will help assure that the employee feels accountable for his actions.
End on a positive note. Offer sincere encouragement that the problems can be worked out. For example, “I know you have it in you because I’ve seen it before.”
For most managers, confronting employees regarding performance issues is the hardest part of the job. As difficult as it is, learning to constructively confront performance issues can be the best thing you do for your employees. Most employees know when they aren’t living up to expectations and live in fear of “being caught.” Addressing the issue immediately with openness, honesty and respect can help alleviate the stress employees are under when not meeting performance standards. Allow them to focus on getting back on track.
Identifying the Cause Preparing to Confront an Employee
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