MANAGEMENT II

II. BUILDING RAPPORT WITH A BUSINESS CLIENT 

1. ENCOURAGING AN EMPLOYEE TO TALK

Conducting a performance review

It's common to begin a review by inviting the subject to share their thoughts and feelings about their own performance.

Do you have any thoughts on your performance?

Maybe you'd like to share your thoughts on how you've been doing in this position?

How do you think things are going?

A self-assessment is an employee's review of his or her own work. To refer to a document like this, you can use the phrase let's take a look at. To refer to an area of performance more generally, you can use with regards to.

Have you had a chance to complete your self-assessment?

Let's take a look at what your clients are saying about you.

It'd be great if we could chat with regards to your appraisal.

If someone regularly achieves their goals, we say they get results. When goals aren't met, you may discuss how you can improve on specific areas.

I definitely get results, as you can see from my portfolio.
Well, I could improve on some specific areas, like communication.

LESTER: OK, Dan, are you ready for the performance review? Let's take a look at your appraisals. So, maybe you have some thoughtson your performance?

DAN: Well, to my knowledge, I'm getting my work done, and everyone seems to be reasonably happy with the quality. I wouldn't say there's a problem with the output necessarily …

LESTER: But …

DAN: But I feel … perhaps how I get to the end product could be more … efficient.

LESTER: Hmm, so are there any specific areas you want to improve on ? I mean, with regards to how you get to the 'end product.'

DAN: Well, I guess the big problem is organization … Although I get the results , everything is done in a very … well, a very organic way, I suppose.

2. DISCUSSING OBSERVATIONS

Discussing observations

In a performance review, you'll want to talk about specific observations. One way to do this is to talk about things you have seen.

This is something I've noticed, too.

John mentioned you perhaps get distracted easily, and I've seen that myself.

I've seen this with my own eyes.

Let me give a concrete example: your last report had many formatting mistakes.

To focus your discussion, or get back on track, try:

Let's focus on the HR report for now.

 If you feel it's appropriate, you may want to soften your criticism.

To be fair, the problem I've mentioned only began last week.


Let's focus on improving communication.
To be fair, you're not the only one responsible.
I'll give a concrete example of the problem I'm talking about.
We've discussed the problem; now let's talk about possible solutions.


3. SHOWING EMPATHY

Showing empathy

To make someone comfortable when being reviewed, try using the expressions below to show empathy and understanding:

I understand how you feel.

I hear what you're saying.

I'm sympathetic to your outlook.

To address something specific in an empathetic way, try the highlighted expressions below:

I can tell you really care about your team.

I know team organization can be challenging, especially with a deadline.

An effective way to give your subject positive recognition is to cite something someone else has said.

One person described you as an effective communicator.

To set a goal for improvement, try the highlighted expression below. Remember this expression is always followed by the goal you are setting.

I'd like to set you the following goal. Start sending a weekly group update email.

I understand how you feel about the situation.

I can tell you really care about your work.
I hear what you're saying, but let's be reasonable. 
I know this kind of thing can be challenging.

JULIA: I'm glad you felt you could talk to me about your difficulties in presentations. Believe me, I understand how you feel . But it's important you develop this skill.

MARCUS: Thanks. I appreciate your understanding.

JULIA: You're not the only one who feels this way. Presentations can be challenging , but they're an essential professional skill.

MARCUS: Yes, I remember you talking about this before -- 'The Power of Perfect Presentations.' I can tell you really care about it.

JULIA: Thanks. And I really believe it's something you can learn. With that in mind, we'd like to give you support in developing this skill set. I'd like to set you the following goal ; try preparing a short statement on budget management for the team meeting on Friday. Think of it like a mini-speech, in a safe environment. Maybe make a slide or two to accompany it.

MARCUS: Well, sure. Good idea. I'll give it a try.

III.  RESOLVING DISPUTES

1. MOVING DISCUSSION FORWARD

Moving discussions forward

When pointing out a problem for discussion, indicate that there's an issue early in the conversation. That way, everyone understands the nature of the talk. Notice that to air a concern is to introduce it, and to hash things out is to discuss it.

If you don't mind, I do want to air a certain concern. We'll deal with these issues now, before they get worse. All we need to do is to sit down together with the team and hash things out.

When discussing a problem, it can be a good idea to encourage the other person to share their thoughts with you.

I sense you might have something you need to talk about.
Is there anything on your mind?
Tell me what's bothering you.
Tell me your concerns. I'm all ears.


- May I talk to you about an issue?
- Sure, go ahead! I'm all ears.

- It has to do with the team. Can I talk honestly?
Of course. What's on your mind?

- My team just can't agree on the final product design.
- And how do you think we should deal with this issue?

- I think we should have a special meeting to discuss it.
- I agree. Surely we can all hash this out.

I've called this meeting to give you a chance to air any concerns you might have. I  

sensesome issues might have come up – issues we need to deal with now, before they turn into real problems. So– why don't you tell me what's bothering  you?

MANAGER: You can talk freely here. Is there something on your mind ? 

EMPLOYEE: Well, it's true there's something I should tell you.

MANAGER: OK. Tell me what's bothering you .

EMPLOYEE: Well, I'm having trouble dealing with an issue between two colleagues.

MANAGER: Look, it happens. If you tell me what's wrong, we'll try to hash things out together.

2. IDENTIFYING THE PROBLEM

underpaid
overtime
underappreciated
overworked
overestimate
underestimate 

being understaffed - having to put work on hold when one person calls in sick /
needing a team of five, but only hiring four

being overworked - feeling stressed because you have too much to do /
having to cancel your weekend plans because of work

being underpaid - being assigned extra work which isn't compensated /
being paid less than the industry standard

being underestimated - being surprised when your employee meets a deadline /
supervising your employee more than is necessary

being underappreciated - your boss thanking your colleague, but not you /

your colleagues not recognizing your help

overtime - being asked to come in on the weekend for a project / 

staying late one evening in the week to finish a project

A: Hey, have you seen Elizabeth?

B: Actually, she's not here yet. Have you noticed we're putting in overtime while some other members of our team seem to be doing less work than ever?

A: Um … yes. I've noticed that. I feel like they've underestimated how much work there is to be done before the deadline, so you and I have to do all the extra.

B: Frankly, I feel like we're being overworked , and it just wouldn't be happening if everyone made an equal effort.

A: Do you think we should speak to our manager about this?

B: I do. We should ask if the work could be divided more fairly. I don't think he is even aware of all we do. I get the feeling heunderappreciates us a bit.

3. ASKING FOR AN OPINION

Asking for and making proposals

If you can't see the solution after discussing a problem, ask for someone else's opinion on what to do.

Where do we go from here?

Phrase a solution as a question to see if the other person is willing to try it.

Would you be prepared to go with me to HR?

If you have authority in the situation, you might want to make a strong suggestion.

Let me propose a solution. How about we start reporting faulty products by email?

If you need to argue hard for your solution, we say you'll need to push for it.

I think we should push for more overtime pay.

Once the solution is agreed on, talk about the actions you'll take to achieve it.

Let's move forward on the commission option. It seems a fair way to reward sales.


The solution I propose is to begin recording how many people visit the site.
 We need to really push for approval if we want to increase our consumer base.
Would you be prepared to interview all team members about the problem?
Personally, I think we should move forward on the bonuses. 

EMPLOYEE: Every time there's a delivery, I'm expected to go down to the loading bay to receive the paperwork from the driver. When it happens several times a day, I get behind in my work. I've tried talking to the bay manager, and our most regular driver, but they say they can't make any changes. I don't know what to do. Where do we go from here ?  

MANAGER: Well, would you be prepared to make just one trip every day? The staff downstairs could take the paperwork on your behalf, and you could go down at the end of the day to collect it all at once.

EMPLOYEE: I'd actually like to push for not going down there at all. It's really inconvenient. The problem is, the bay manager insists his team aren't responsible for the paperwork.

MANAGER: Well, I'll talk to the bay manager and see if he can propose a solution . No promises, though.

EMPLOYEE: That sounds amazing. I hope we can move forward on this .

IV. DISCIPLINING AN EMPLOYEE

1. DISCIPLINARY ISSUES

antisocial
sloppy
disrespectful
wasteful
attire
inappropriate
patronizing

Ignoring a colleague's handshake is disrespectful.
Not checking your slides for errors is sloppy work.
It's antisocial if you don't respond to polite conversation.
Patronizing behavior might be telling a colleague how to do their job.
It's wasteful to write on note paper when email would do.

Disciplinary Action

We interviewed a number of experienced managers to get their opinions on when discipline is necessary.

 Kevin, finance manager

I mainly discipline my staff if they have a tendency to be late. Finance is, generally speaking, a highly paid job, so you can't just stroll in whenever you feel like it.

Susan, sales manager

We used to have 'Free Snack Friday.' After a while, I started to notice that people were taking more than they could eat and throwing the rest away. I gave them all a warning that if this continued, I would take away the privilege. Well, it did continue, so now there are no free snacks.

 Alex, banker

I've had to discipline a lot of my staff for inappropriate attire. This is a bank, and sloppy presentation is unacceptable. There are no informal days.

 Charles, chief surgeon

Surgeons are famous for being arrogant. I've had to give warnings for antisocial behavior. Just because you're highly skilled doesn't mean you can be rude to people – like being patronizing towards nurses, for example.

 Felix, factory owner

I won't tolerate a disrespectful attitude towards management. There's an old saying that I like: 'The boss isn't always right, but he's still the boss.'

Firstly, there have been several occasions now when clients have been kept waiting. It's clear many staff are developing a tendency to be latefor client meetings.

Secondly, I want to remind everyone that we are a cost-effective workplace. Please do not be wasteful , especially with stationery such as pens, pencils, folders and binders.

Next, I'd like to remind you that the following behaviors make people feel uncomfortable and are considered antisocial : chewing gum, playing loud music at your workstation and eating in the office.

Finally, I need to address an issue of attitude. We've had issues with people shutting down their colleagues' ideas in rude ways. It'sdisrespectful to think you know better. We want to encourage a respectful exchange of ideas. 

2. BRINGING ATTENTION TO A PROBLEM

Drawing attention to a problem

Before addressing a problem, you'll want to prepare your employee for a serious talk.

Come into my office. There's something I have to talk to you about.

There are some aspects of your performance I'd like to discuss.

Before addressing a problem, you'll want to prepare your employee for a serious talk.

Do you recall what we talked about on Monday?

If you lead into your criticism with a warning expression, your employee will be prepared for negative information.

There's no easy way to say this, but a complaint has been filed against you.
To cut to the chase, we need to talk about your attitude toward floor staff.

It has come to my attention that you're wasting petty cash.

Be clear that the issue is unacceptable and cannot continue.

Your behavior has become disrespectful. This has to change.

A: Ah, Sally, there you are. There's something I have to talk to you about .

B: OK, Jess. What is it?

A: Well, there's no easy way to say this, but …

B: You've got me worried! What's wrong?

A: I'll cut to the chase . I understand you have commitments at home, but it's come to my attention that you have been at least 15 minutes late, every day this week.

B: That's true, but it was a special circumstance – I had a sick child at home.

A: I'm sympathetic, but this isn't the first time it's happened, is it? Do you recall what we talked about last month? It was exactly the same issue. You need to find a way to fix this.

3. TAKING ACTION

Taking disciplinary action

If your employee's behavior hasn't improved, open your talk by referring to an ongoing problem.

Your wastefulness of office supplies has continued.

The communication issue we discussed last month has not improved.

Your output just isn't good enough. You're not getting enough done.

Be clear about the consequences of their actions. This way, you have established a mutual expectation of the change that will occur.

I'm left with no option but to remove your access to the company car. If this continues, we'll have to escalate the issue to HR. This isn't good enough. Consider this a verbal warning. Finally, it's important to confirm that your employee understands the situation.  That way, if the problem continues, they are responsible. You need to take these supplier complaints seriously. Have I made myself clear? 1. Since we spoke yesterday, I'm afraid the sloppiness of your work station hasn't improved  . 2. After what your coworkers have told me, I'm left with no option but to limit your access to the onlinedatabase. 3. This kind of wasteful behavior can't go on. Consider this a verbal warning  . 4. If this continues , you'll lose your job. It's that simple. KIM: Unfortunately, another promise just isn't good enough. I'm left with no option but to take action . We had our informal talk last week, and that didn't help. ROB: I don't think I'm entirely to blame here. KIM: Rob, you have acknowledged the problem, and last week you made a commitment to change. The problem is that your antisocial behavior and your bad attitude have continued . No one deserves to be talked to like that. ROB: [sighs] KIM: So, consider this a verbal warning. Do you understand? ROB: Yes. KIM: Good. And if it continues after this, you know you'll receive a written warning, don't you? ROB: [sighs again] Yes, I understand that's the process. KIM: Have I made myself clear ? ROB: Yes, very clear. I'll make an effort. Will that be all?