How many supervisors get
up in the morning and exuberantly spout: I hope I have a disciplinary
problem with someone today! We hope none. But nonetheless, there
are times where problems emerge, and it is not uncommon for any
of us to make a mistake.
Not surprisingly, Mr. Bielous points out
that disciplinary action is one of the most difficult as well
as one of the most important areas of responsibility assigned
to any manager. He also believes that many managers simply make
errors. This article is a catalogue of the five most common errors
the author has encountered.
The first is in the excessive use of praise
or criticism. If one praises too much in an attempt,
managers may condition workers into becoming what he terms "praise
junkies." This type of individual may require some type
of praise for virtually any performance. Excessive criticism,
on the other hand, can also cause problems. According to the
author, "...failure may then become a self-fulfilling prophecy."
In discussing solutions Bielous suggests managers should offer
praise proportionate to the actual employee's accomplishment.
He does not offer any suggestions with respect to the use of
criticsim; although one would suspect that he might offer similar
advice.
A second mistake involves the losing
of one's temper. If a manager feels angry, he should, "...
step back, take a deep breath...", and think before speaking.
He should be firm, never threaten, and finally have a discussion
in which he outlines exactly what he expects from the employee.
A third mistake is the avoidance
of disciplinary action entirely. Sometimes action must be taken
. Bielous certainly suggests conducting a counseling session
before engaging in progressive discipline. But if a counseling
session does not solve the problem, he recommends proceeding
with penalties within the progressive disciplinary framework.
In this context, continued misconduct warrants increasingly severe
penalties, up to and including termination.
The fourth mistakes involves what the author
calls "playing therapist." In essence the authori
is suggesting that at some point the manager must be decisive.
If the behavior is truly a disciplinary matter, the employee
must hear not just the manager's oral presentation, but also
observe decisive body language and tone of voice.
The fifth mistake is being inconsistent
and unfair. Managers should not play favorites, but applying
rules differently with respect to each employee. The author suggests
the "four D's" technique as a means remaining consistent.
With respect to any possible misconduct, regardless of who it
involves the manager should:
Discuss
the problem with the employee.
Document
that discussion.
Document
subsequent performance.
Discuss
that performance.
Although there is more than a kernal of
truth in everyone one of these suggestions, the author's words
could be taken to an extreme by a weary manager. For example,
we have observed managers who have taken the concept of "too
much praise" to mean that they never should say "thank
you." Certainly that's not what Bielous means, but sometimes
it's what a reader might remember. And the idea that a manager
should not play therapist could suggest to some that the alternative
is be harsh.