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Actual for You - Problem Solving / Corrective Action
I am often hired to coach someone who has moved from a technical role to one of leadership. When I use the term "technical" I mean in the broadest sense of a functional expert, whether it be in the field of technology, accounting, legal, sales or other specialised role. The call from the HR Department usually comes after the event, when things have started to go wrong.So why do so many companies promote people into leadership roles who are unprepared for leading a team? Is it simply that there is no formal succession plan? Not at all. An individual may be earmarked for promotion for what on the surface appear good, logical reasons. He or she has received consistently good performance appraisals, feedback from colleagues is positive on their expertise in the job and they regularly meet or exceed their KPIs. All the right reasons for a well deserved promotion, one might think.It seems quite logical to pr
a) The group (i.e., “others have to cover for you when you’re not on time.”)
b) The department or team (i.e., “our coverage numbers suffer”)
c) You (i.e., “I have to take time to conduct meetings like this when I could be coaching or doing other management activities.”)
d) The employee (i.e., “Your chances for growth or even continued employment may be jeopardized.”)
3. Make sure that you ask if the person understands the problem and the impact of the problem. Look for a verbal or non-verbal agreement. Getting agreement that there is a problem and that the problem has significant impact is half the battle!
4. Create solutions that are acceptable to you. It is better to ask for involvement and ideas from the employee at this stage since doing so increases the likelihood that they will implement the solution. However, the solution must meet YOUR requirements and standards! You may also find that the employee is not willing or able to come up with solutions. For these reason
One of the best ways to create visibility for yourself and your business is simply to start talking in front of a captive audience. That means seeking out every possible opportunity to speak in front of people who are interested in your subject.Why? Because:1. You establish yourself as an expert. No matter what your topic or how much experience you have in your field, once you stand in front of an audience you are perceived as an expert. The more often you speak, the more quickly you will notice that the perception becomes reality.2. Speaking introduces you to a whole new audience. You may be great at what you do, but if nobody knows about it, what good will it do you? Each and every time you speak, you place yourself in front of new people who are interested in your subject. Even if you've already built a reputation in your field and they know who you are, your presentation can easily convert th
This article introduces the problem-solving model as a technique for managing performance issues that are more controversial, or that are not effectively addressed through coaching or feedback. Issues such as tardiness, being out of uniform, continual poor performance, and others are best handled by a direct, objective approach. By following the Problem Solving Dialogue Model taught in this article, you can feel confident in addressing these thorny issues with employees.
Problem solving sounds so simple. However, we know it isn’t as simple as it seems. Employees don’t behave as we hope they would. Problem solving conversations are the ones we all tend to — or want to — avoid. Why? Because we fear — or are concerned about — how the employees may react. In a minute we will find ways to overcome these challenging situations.
What you must remember is that it is important NOT to avoid these conversations as a result of feeling uncomfortable about having them. If you were the coach of a baseball team, you would want your players to give it their all. What they should be able to expect of you in return, is that other players on the team are performing as they need to. Why should the shortstop play his heart out if you let the pitcher or first baseman not play at the same level?
Key Points
Guiding questions are a significant tool when in a problem solving dialogue. Regardless of the emotional response of the employee, we must always focus on the problem behavior not the problem employee. It is not personal.
Two key things to keep in mind are:
• Always treat the employee with professionalism, dignity, and respect.
• You are responsible for the performance of your entire team. If you let the lack of performance of any one person go unaddressed because you are uncomfortable dealing with it, you are being unfair to everyone else on the team. As a result, you would not be fulfilling your job responsibilities as a team leader. It is your responsibility to address any individual issues that are affecting the team’s performance or morale.
The Problem Solving Model
It is valuable to allow the employee to solve as much of the problem as possible. The more employees can solve their own problems, the more likely they are to carry through with the solution, AND the more independent they become. In problem solving, the chances are fairly likely that the person will not be able to solve the problem without help from you. It is important that you recognize the performance problem and the reasons for the problem.
It is also important that you plan solutions to the problem’s resolution before you meet with the individual. If the employee engages in inappropriate problem solving — blaming, excusing, defending, looking to others for the solution — you need to be able to redirect the problem solving to a more productive vein. You may find that you have to TELL the employee what the acceptable solution is. Thoughtful planning and practice increase the chance of success as you manage performance.
1. Open the conversation/clarify the purpose of the conversation. It is important to focus the problem solving conversation early. It you want to discuss other things, save them for another conversation. Mixing other topics into a problem solving/corrective action conversation diffuses the impact of the conversation and reduces the likelihood of performance change.
Be up front and specific. “I want to discuss the missed deadline.” “I want to talk about your production numbers.” At the same time, express your confidence that we together can resolve this problem.
2. Clarify the problem. This is where you clearly define the problem. Use specific outcomes or observable behaviors. Avoid absolutes, generalizations, hearsay, or opinions. Be specific. Instead of saying, “you’re always late,” say, “you were at least 10 minutes late three times last week.”
Further clarify the problem by identifying the impact of the person’s behavior on:
a) The group (i.e., “others have to cover for you when you’re not on time.”)
b) The department or team (i.e., “our coverage numbers suffer”)
c) You (i.e., “I have to take time to conduct meetings like this when I could be coaching or doing other management activities.”)
d) The employee (i.e., “Your chances for growth or even continued employment may be jeopardized.”)
3. Make sure that you ask if the person understands the problem and the impact of the problem. Look for a verbal or non-verbal agreement. Getting agreement that there is a problem and that the problem has significant impact is half the battle!
4. Create solutions that are acceptable to you. It is better to ask for involvement and ideas from the employee at this stage since doing so increases the likelihood that they will implement the solution. However, the solution must meet YOUR requirements and standards! You may also find that the employee is not willing or able to come up with solutions. For these reason
In the U.S., the 4th of July, Memorial Day, and Veterans Day are all significant days of celebration, but Christmas is probably the one holiday that just about everyone celebrates. It is very common for most businesses to close their doors for business on December 25th, Christmas day. Christmas is traditionally a Christian holiday that commemorates the birth of Jesus, but many people have come to celebrate it in their own unique way. Some people recognize it as a day of giving to others and volunteer to help those that are less fortunate. Many others simply share gifts with their family and friends and enjoy the time off from work.Because people celebrate Christmas in many different ways, an office Christmas party can also have many avenues of celebration. The office Christmas party is different from a more personal party of friends and family in that it must embrace the different ways of celebration. A party, for e
Key Points
Guiding questions are a significant tool when in a problem solving dialogue. Regardless of the emotional response of the employee, we must always focus on the problem behavior not the problem employee. It is not personal.
Two key things to keep in mind are:
• Always treat the employee with professionalism, dignity, and respect.
• You are responsible for the performance of your entire team. If you let the lack of performance of any one person go unaddressed because you are uncomfortable dealing with it, you are being unfair to everyone else on the team. As a result, you would not be fulfilling your job responsibilities as a team leader. It is your responsibility to address any individual issues that are affecting the team’s performance or morale.
The Problem Solving Model
It is valuable to allow the employee to solve as much of the problem as possible. The more employees can solve their own problems, the more likely they are to carry through with the solution, AND the more independent they become. In problem solving, the chances are fairly likely that the person will not be able to solve the problem without help from you. It is important that you recognize the performance problem and the reasons for the problem.
It is also important that you plan solutions to the problem’s resolution before you meet with the individual. If the employee engages in inappropriate problem solving — blaming, excusing, defending, looking to others for the solution — you need to be able to redirect the problem solving to a more productive vein. You may find that you have to TELL the employee what the acceptable solution is. Thoughtful planning and practice increase the chance of success as you manage performance.
1. Open the conversation/clarify the purpose of the conversation. It is important to focus the problem solving conversation early. It you want to discuss other things, save them for another conversation. Mixing other topics into a problem solving/corrective action conversation diffuses the impact of the conversation and reduces the likelihood of performance change.
Be up front and specific. “I want to discuss the missed deadline.” “I want to talk about your production numbers.” At the same time, express your confidence that we together can resolve this problem.
2. Clarify the problem. This is where you clearly define the problem. Use specific outcomes or observable behaviors. Avoid absolutes, generalizations, hearsay, or opinions. Be specific. Instead of saying, “you’re always late,” say, “you were at least 10 minutes late three times last week.”
Further clarify the problem by identifying the impact of the person’s behavior on:
a) The group (i.e., “others have to cover for you when you’re not on time.”)
b) The department or team (i.e., “our coverage numbers suffer”)
c) You (i.e., “I have to take time to conduct meetings like this when I could be coaching or doing other management activities.”)
d) The employee (i.e., “Your chances for growth or even continued employment may be jeopardized.”)
3. Make sure that you ask if the person understands the problem and the impact of the problem. Look for a verbal or non-verbal agreement. Getting agreement that there is a problem and that the problem has significant impact is half the battle!
4. Create solutions that are acceptable to you. It is better to ask for involvement and ideas from the employee at this stage since doing so increases the likelihood that they will implement the solution. However, the solution must meet YOUR requirements and standards! You may also find that the employee is not willing or able to come up with solutions. For these reason
Shrink wrap sealers are machines developed for sealing shrink wrap films or bags. Shrink wraps are one of the most inexpensive types of packaging available today. Shrink wrap sealers are basically classified into two - impulse heat shrink wrap sealers and direct heat shrink wrap sealers.The impulse heat shrink wrap sealer is used for sealing thermoplastic materials that need low temperatures to shrink. The direct heat sealer shrink wrap sealer, better known as constant heat shrink wrap sealer, is commonly used for sealing thick thermoplastic materials such as polyethylene.Depending on the type and speed, shrink wrap sealers are categorized into portable shrink wrap sealers, hand shrink wrap sealers, foot shrink wrap sealers and continuous band shrink wrap sealers. Of these, the portable shrink wrap sealer is the most compact and lightweight device and hence very popular. It operates very quickly, but the size
The Problem Solving Model
It is valuable to allow the employee to solve as much of the problem as possible. The more employees can solve their own problems, the more likely they are to carry through with the solution, AND the more independent they become. In problem solving, the chances are fairly likely that the person will not be able to solve the problem without help from you. It is important that you recognize the performance problem and the reasons for the problem.
It is also important that you plan solutions to the problem’s resolution before you meet with the individual. If the employee engages in inappropriate problem solving — blaming, excusing, defending, looking to others for the solution — you need to be able to redirect the problem solving to a more productive vein. You may find that you have to TELL the employee what the acceptable solution is. Thoughtful planning and practice increase the chance of success as you manage performance.
1. Open the conversation/clarify the purpose of the conversation. It is important to focus the problem solving conversation early. It you want to discuss other things, save them for another conversation. Mixing other topics into a problem solving/corrective action conversation diffuses the impact of the conversation and reduces the likelihood of performance change.
Be up front and specific. “I want to discuss the missed deadline.” “I want to talk about your production numbers.” At the same time, express your confidence that we together can resolve this problem.
2. Clarify the problem. This is where you clearly define the problem. Use specific outcomes or observable behaviors. Avoid absolutes, generalizations, hearsay, or opinions. Be specific. Instead of saying, “you’re always late,” say, “you were at least 10 minutes late three times last week.”
Further clarify the problem by identifying the impact of the person’s behavior on:
a) The group (i.e., “others have to cover for you when you’re not on time.”)
b) The department or team (i.e., “our coverage numbers suffer”)
c) You (i.e., “I have to take time to conduct meetings like this when I could be coaching or doing other management activities.”)
d) The employee (i.e., “Your chances for growth or even continued employment may be jeopardized.”)
3. Make sure that you ask if the person understands the problem and the impact of the problem. Look for a verbal or non-verbal agreement. Getting agreement that there is a problem and that the problem has significant impact is half the battle!
4. Create solutions that are acceptable to you. It is better to ask for involvement and ideas from the employee at this stage since doing so increases the likelihood that they will implement the solution. However, the solution must meet YOUR requirements and standards! You may also find that the employee is not willing or able to come up with solutions. For these reason
Are you an Anaheim homeowner who suspects that you have a mold problem? If you do, you should get that problem taken care of right away, as some molds can be dangerous to your health. When it comes to taking care of a mold problem, you need to have your mold removed. While there are some instances where you could try and remove the mold in your house yourself, it is always advised that you contact a professional. That professional is often referred to as an Anaheim mold removal specialist or mold remover.Although it is advised that you have your home undergo a professional Anaheim mold removal job, not all homeowners are sure about doing so. If you are wondering whether or not you should hire the assistance of a professional mold remover, you will want to examine the pros and cons of doing so. After you have thoroughly examined the pros and cons of a professional Anaheim mold removal job, you will want to compa
1. Open the conversation/clarify the purpose of the conversation. It is important to focus the problem solving conversation early. It you want to discuss other things, save them for another conversation. Mixing other topics into a problem solving/corrective action conversation diffuses the impact of the conversation and reduces the likelihood of performance change.
Be up front and specific. “I want to discuss the missed deadline.” “I want to talk about your production numbers.” At the same time, express your confidence that we together can resolve this problem.
2. Clarify the problem. This is where you clearly define the problem. Use specific outcomes or observable behaviors. Avoid absolutes, generalizations, hearsay, or opinions. Be specific. Instead of saying, “you’re always late,” say, “you were at least 10 minutes late three times last week.”
Further clarify the problem by identifying the impact of the person’s behavior on:
a) The group (i.e., “others have to cover for you when you’re not on time.”)
b) The department or team (i.e., “our coverage numbers suffer”)
c) You (i.e., “I have to take time to conduct meetings like this when I could be coaching or doing other management activities.”)
d) The employee (i.e., “Your chances for growth or even continued employment may be jeopardized.”)
3. Make sure that you ask if the person understands the problem and the impact of the problem. Look for a verbal or non-verbal agreement. Getting agreement that there is a problem and that the problem has significant impact is half the battle!
4. Create solutions that are acceptable to you. It is better to ask for involvement and ideas from the employee at this stage since doing so increases the likelihood that they will implement the solution. However, the solution must meet YOUR requirements and standards! You may also find that the employee is not willing or able to come up with solutions. For these reason
Business expos can be an excellent marketing investment and an outstanding way to build your business. On the other hand, if not treated as an integral part of your marketing strategy, they can become a huge waste of time, money and energy.To gain the most from your investment develop a plan for before, during and after show preparation.Determine goals and outcomes. Decide why you are at a show before you are there. Are you there to increase sales, have a presence in the marketplace, introduce new products, and/or enhance or solidify your image? Unfortunately, many companies decide while they are at the show and then management feels they have wasted their investment.Train staff and management. A great deal of how an exhibit is remembered is based upon the personal contact made with company representatives. Although money is invested in the booth, the promotional products, brochures and other external
a) The group (i.e., “others have to cover for you when you’re not on time.”)
b) The department or team (i.e., “our coverage numbers suffer”)
c) You (i.e., “I have to take time to conduct meetings like this when I could be coaching or doing other management activities.”)
d) The employee (i.e., “Your chances for growth or even continued employment may be jeopardized.”)
3. Make sure that you ask if the person understands the problem and the impact of the problem. Look for a verbal or non-verbal agreement. Getting agreement that there is a problem and that the problem has significant impact is half the battle!
4. Create solutions that are acceptable to you. It is better to ask for involvement and ideas from the employee at this stage since doing so increases the likelihood that they will implement the solution. However, the solution must meet YOUR requirements and standards! You may also find that the employee is not willing or able to come up with solutions. For these reasons, it is important that you have several solutions in mind before the meeting.
Solutions must include:
a) Specific steps: what will the employee do to correct or alleviate the problem.
b) Timeframe: corrective action discussions need to include some type of timeframe to mark the successful end of this intervention. “Okay, let’s start this tomorrow and try this for 30 days.”
c) Consequences: consequences must be clear and appropriate. Moreover, consequences must be present or behavior will very likely not change. “If you are late again within the next 30 days, I will need to issue a written warning which may lead to termination.”
d) Follow-up date and expectations: set a specific date and time to meet to review the progress and either act on the appropriate consequences or celebrate success.
5. As you and the employee are creating acceptable solutions, you will want to direct the conversation. If the employee is generating acceptable solutions, you will want to support and build on those ideas. If the employee is exhibiting inappropriate problem solving by blaming others, coming up with excuses, accusing you of being unfair, etc., defer or redirect the conversation by saying, “I would like to talk about that more later; right now, I’d like to stay focused on what you can do.” In some cases, you will simply have to tell the employee what you think the best solution is. Again, be prepared!
6. At the conclusion of the meeting, summarize the solution and express confidence in the employee to implement the solution. Then document the meeting and follow up accordingly.
Summary
We, as managers, supervisors, and team leaders, realize that it is our responsibility to ensure that EVERYONE on the team performs to their potential — and to the expectations of the job. Poor performers not only affect themselves and their specific jobs, their effect negatively impacts the performance of other team members.
While it is challenging, conducting an effective problem-solving meeting is made easier when applying the Problem Solving Dialogue Model.
(This information comes from Coaching for Performance, a module in Entelechy’s High Performance Management program. Check out this module as well as our 40 other modules, training tools, and eGuides at www.unlockit.com.)
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