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PROBLEM EMPLOYEES PROGRESSIVE DISCIPLINE. Bill Ramsey. LEARNING OBJECTIVES. PROBLEM EMPLOYEES Know how to give positive & corrective feedback Know the key principles of human interaction Understand the logic of progressive discipline. PROBLEM EMPLOYEES. OVERVIEW The inverted pyramid

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Problem employees progressive discipline

PROBLEM EMPLOYEESPROGRESSIVE DISCIPLINE

Bill Ramsey


Learning objectives
LEARNING OBJECTIVES

PROBLEM EMPLOYEES

  • Know how to give positive & corrective feedback

  • Know the key principles of human interaction

  • Understand the logic of progressive discipline


Problem employees
PROBLEM EMPLOYEES

OVERVIEW

  • The inverted pyramid

  • The One Minute Manager

  • Key Principles

  • Managing Disciplinary Meetings


The inverted pyramid

Positive Feedback

Corrective Feedback

Discipline

THE INVERTED PYRAMID


One minute manager
ONE MINUTE MANAGER

“Catch somebody doing something right”

FEEDBACK

> Positive

> Corrective

Bad is stronger than Good


Positive feedback
POSITIVE FEEDBACK

  • What you did

  • Why it was a good thing


Corrective feedback
CORRECTIVE FEEDBACK

  • What you did

  • What you might have done that would have been better

  • Why it would have been better





Key principles
KEY PRINCIPLES

  • Maintain or enhance self esteem

  • Listen and respond with empathy

  • Ask for help in solving the problem


Discipline
DISCIPLINE

  • Don’t reinforce behavior you don’t want to see repeated.

  • Don’t Rush!!!!!!!!

  • Calmly determine consequences

  • Get a second opinion (or 3rd)


Discipline1
DISCIPLINE

You want the employee to improve

You don’t want to punish the employee


Discipline meeting management
DISCIPLINE MEETING MANAGEMENT

  • State your position & current situation clearly & non-threateningly

  • Ask for the employee’s reaction & comment

  • Focus on the real issue and ask for suggestions from the employee


Discipline meeting management1
DISCIPLINE MEETING MANAGEMENT

  • Develop a plan of action that both of you can live with including consequences

  • Set a meeting time to review what’s been done

  • Express your confidence in the employee’s ability to accomplish what’s been agreed to


Meeting preparation
MEETING PREPARATION

  • Clear statement of what you want to accomplish

  • List what employee might say in response for each step

  • Think of things for the employee to suggest as ways to solve the problem in case they can’t think of anything in the meeting


Meeting preparation1
MEETING PREPARATION

  • Go through each step and rehearse what you will say

  • Meet with your boss to get agreement on consequences before you meet with the employee


Keeping people from going over your head
KEEPING PEOPLE FROM GOING OVER YOUR HEAD

  • Check with boss and boss’s boss before you tell employee of consequences

  • Start by being more approachable than the people over your head

  • Be the most reasonable person in chain of command


Keeping people from going over your head1
KEEPING PEOPLE FROM GOING OVER YOUR HEAD

  • Offer to go over your own head if you think someone’s going to anyway

  • Don’t tell anyone to go over your head

  • If all else fails, at least warn the boss


Discipline examples
DISCIPLINE EXAMPLES

  • Oral warning

  • Written reprimand

  • One day suspension

  • Multi-day suspension

  • Firing


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