An Employee Engagement Strategy:
The Fierce Conversation – ASE June 2019 Newsletter
The following is a tried and true format in dealing with a difficult employee situation. The strategy, developed by Susan Scott author of ‘Fierce Conversations’, is to maintain a good employer/employee relationship [or any relationship for that matter] and is based on an honest and transparent conversation taking place.
‘The Conversation is the Relationship’ she maintains.
The Process:
In 60 seconds state the issues and/or behaviour regarding the employee. Ask your employee to hold off with a response until you make yourself fully heard in that one minute. Ask for no interruptions, whether the employee agrees or not. He/she will have their time for their say after you have finished.
Keeping these points in front of you during the meeting helps keep you on track:
- Identify the issue. What is going on and for how long has it been going on…
- Describe a specific example[s]. Be specific not emotional…
- Describe how this is impacting you personally as the employer/manager.
- Clarify what is at stake i.e. how the behaviour impacts the business in general and the effect it has on the other employees…
Identify your contribution to this problem. Are you ignoring or unaware of something that may be creating the problem for the employee? Have you allowed the issue to fester for too long?
Indicate your wish to resolve the issue for the benefit all that is involved. Would you like to keep this person on because of his/her talent? Explain this to your employee that the business has a valuable asset in that employee.
After you have completed all these points [in the 60 seconds] invite your employee to respond truthfully. Listen without interruption.
You have now both voiced your concerns and resolve to work on the situation. Keep it very professional and as short as possible. Leave with the intention of a follow up in the near future.
Be very clear this is not a termination conversation. That would be a different format. It is meant to be a resolution process though you may mutually agree it may not work out in the best interest of the business. If things have not been resolved, perhaps an exit plan for the employee may have to be discussed but not at this meeting. Discuss with your HR/legal professional how many meetings you must have before a painless termination for the business can take place.
Document this conversation and ideally have your employee sign the document. If the employees refuses, document the refusal. If you have to terminate in the future, you are minimizing your liabilities on firing by documenting each meeting with that employee. You will not be called out for unjust termination.
– Doreen Levitz ASE