Effective Disciplinary Sessions

Difficult conversations are never fun, but when it comes to disciplinary sessions with subordinates there can be additional stress. One of my favorite sayings is, "Don't be scared. Be prepared!" I don't know who said it first, but it fits this situation completely. When it comes to disciplining associates, preparation is key and will save lots of stress and heartache.

Let's get to the heart of this!  Here is a short list of things I've learned about how to prepare for effective disciplinary sessions and I hope you will find these useful on your leadership path.

Leg Work

It's not enough to just have a few details about a situation. Be sure to do the research to prove that discipline is actually necessary. The stress of holding a disciplinary discussion can be completely avoided by searching out all of the facts, first. Once it's clear that discipline is in order, then proceed.

Goals

Be sure to set clear goals for the discussion. The poor performer needs to understand what has occurred and the expectations for making it right. Writing a plan of action is helpful here, not only for yourself, but for the employee. Make sure the plan contains all of the supporting research for the discipline, what the associate must do to improve, the actions expected or methods and due dates.

Forum

The discussion should be held in confidence. Maintaining respect for the poor performer is extremely important. The discipline may be severe, but the level of privacy should be maintained.

Be Calm

Check personal emotions at the door. If the situation is very personal to you, it may be wise to invite another manager into the discussion for support or to remove your personal emotions out of the conversation and to help with keeping things calm. Good preparations should make it easier to control your personal emotions.

Timing

Be careful about the timing of the discussion. Depending on the expected outcome, close to the end of a work day might be a good time, should the associate need to leave to do some personal soul searching of their own. Based on the situation, there may be a necessity to move quickly and in that case, be prepared to limit the disruption to other associates and their productivity.

Opening

Prepare solid opening remarks and always start with documentation hidden out of site. Unless I witnessed a situation and have all of the facts, I remember that the associate has their side to the story. In this case, opening remarks should always be something like, "Tell me about [the situation] that occurred [date] involving [people/processes]?" If the associate plays the "I don't know what you're taking about" game, then there is no choice but to pull out the disciplinary documentation you've prepared and start reviewing the situation.

No Bushes!

Avoid 'beating around the bush' with the employee. Review the facts that have been documented in a straightforward way, calmly and without emotion.

Talk and Listen

Make certain to ensure two-way communication. Allow the associate to answer questions and ask questions of their own. Be diligent about making sure the associate has answers they need and knows they have plenty of opportunity to make their own case. On this point, it is also important that you're prepared to change the discipline based on the conversation. If the employee makes a very solid case with previously unknown facts, it's good to stop the session and let the associate know you'll take these new facts into consideration and do some further research and follow-up with them at a specified date.  Good 'Leg Work' in the beginning will reduce the need for this type of action and limit the stress of having more than one conversation!

Action Plan

There should be a firm plan of action and follow-up. Beyond that it will be extremely important that you, as the manager, live up to your side of the plan. The associate should have a specific action plan that the two of you have developed and they will be watching closely for you to do your part in the follow-ups.

End

Common sense tells us to end on a positive note. Depending on the situation, this isn't always easy. If the discipline results in termination of the associate be sure to thank them for their time and give them any information they may need concerning their ability to appeal the decision. If the employee is not being terminated, it's an opportunity to offer to be a resource as they work to turn performance around.

The job of a manager isn't an easy one. Discipline and other types of difficult conversations are always on the horizon. Just remember, there is nothing that says you have to move to take action before you have all of the facts. Be diligent about the details, respecting the people you lead and be prepared! As always give your best and until next week, be cheerful!!