Letting People Go
You have identified an individual in your department who falls into the bottom 10%. Using Jack’s advice on no surprises and no humiliation, how would you approach the conversation with the individual? Specifically outline how you would prepare for the meeting. Where and when would you have the conversation? What documentation or other resources will you want to have with you at the meeting?
Post your initial response by Wednesday, midnight of your time zone, and reply with suggestions for improvement to at least 2 of your classmates’ initial posts by Sunday, midnight of your time zone.
1st class to respond to
Tiara Collins RE: Week 6 DiscussionCOLLAPSE
Hello Professor and Class,
You have identified an individual in your department who falls into the bottom 10%. Using Jack’s advice on no surprises and no humiliation, how would you approach the conversation with the individual?
My goal of the meeting and approach would be to find out why are they falling in the 10% (1). I want to understand and have empathy with the subordinate. I would want to make sure it is in private because the chance that others could over hear the conversation is not a good thing. I would make sure I could have it over maybe the morning coffee with them in the conference room to make them feel more comfortable (2). I would ensure I am actively listening.
Specifically outline how you would prepare for the meeting.
I would make sure I set the time aside to show the person that they are important. I also would make sure I am using facts to show them that this wasn’t the same level they were performing at. I would show them the level I wanted to encourage to get them to that level.
Where and when would you have the conversation?
In a conference room or in their office. I would make sure I sit next to them so it shows we are on the same side of this improvement. I would want them to feel comfortable to understand I am trying to work with them and we are on the same team. I would have the meeting mid-morning.
What documentation or other resources will you want to have with you at the meeting?
I would have any training items that I could suggest for them to get out of the 10 percent. I also would have the documents that show the difference in the levels. I also would have a calendar to try to put a timeline together if we were brainstorming to make the subordinate better. I also would have a not book and pen to take notes. I also will have the questions I want answered written down.
Tiara Collins
- https://www.forbes.com/sites/forbescoachescouncil/2017/07/17/14-ways-to-approach-conflict-and-difficult-conversations-at-work/?sh=1d44d7ee3cfd
- https://www.bustle.com/articles/181666-11-tips-for-making-people-feel-comfortable-around-you
2nd response to classmate
Laryssa Wilson RE: Week 6 DiscussionCOLLAPSE
Good Afternoon Professor and Class,
I have first hand experience with this. The way I approached, my non-performing staff was with continued communication. I set precedence when I took over for the last manager and did my due diligence. I reviewed the previous year’s performance appraisals, and observations. I had a good idea of who the weakest links were.
When I started, I gave everyone a clean slate with the new objectives that they were to meet. I advised that we would touch base at the end of each week. Out of the gate they knew to expect me to be very communicative. It was up to me to be consistent with the communication because my manager held me accountable for that.
The meetings were weekly in my office. It was the norm so no one felt they were being singled out or was in trouble. The conversations were not a surprise when and if I had to deliver A hard message. If they were not meeting the objectives, at the regular “base touch” I brought it up. I would let them know I am noticing a negative pattern and would show them the reasons why, eg.. drawer out of balance, sales goals/efforts not attempted or at meets standards. I’d always ask if they are struggling personally with any thing or needed my help with anything. If necessary we, the employee and I would set up an action plan for improvement. Documenting areas of improvement and expectations and me documenting the interaction as well. The meetings continued weekly, as they normally would. I had two employees that actually resigned, because they knew they were not improving or lost the desire to. They knew I would be “managing them out”. With these two recognizing that, instead of me terminating them, it made the transition easier because there was a notice to resign, not a no call/no show but an understanding even had a goodbye potluck.
Experts of Practice Videos week 5
Winning, Jack Welch
Charlie Tharp-Managing People Out
Jack Welch -Performance Appraisals are Continuous
