Professor Nicholson brings
to us a new take on helping problem employees learn to work more
effectively. After reading the article one wonders why this
approach hasn't been used more extensively. He argues that
supervisors fool themselves in thinking that they can cause
a "difficult" employee to become motivated to succeed
by using the traditional "tell and sell" method of
issuing orders and expecting results. Instead, he offers three
steps to a more comfortable workplace for both parties.
Step One: Create a Rich Picture
Rather than trying to pound square pegs
(the employee) into a round hole (the goal) the professor suggests
we take what seems to be a humanistic approach - the one our
mothers always told us - put yourself in the other person's shoes,
try to understand what they are feeling, and you may see why
they behave as they do. The approach is quite similar to Stephen
Covey's Habit #5: Seek First to Understand, The to be Understood.
Step Two: Reframe Your Goals
We know that all people do not respond
to one situation in the same manner. IAs a consequence it follows
that supervisors should re-evaluate each employee, their motivations,
personal performance style, strengths and skills. And there
is no reason not to include the employee in this process. As
Nicholson reminds us, accepting input from employees, "…doesn't
represent capitulation".
Step Three: Stage the Encounter
This is where everything finally gels or
falls apart - a prolonged, face-to-face meeting with the employee
to discuss the problem. At this point the supervisor needs to
wipe the slate clean of his or her own feelings and perceptions
about the employee as well as letting go of the employee's past
behavior. The author suggests that we start with:
- "Affirmative assertion" -- acknowledging
the employee's past contributions and efforts and your personal
hope to continue a positive relationship with the employee;
- "Leverage questioning" -- asking
the employee to respond honestly about the supervisor's perceptions
of the employee and his or her work. It is important that the
employee answer with more than a yes or no. Supervisors must
ask open ended questions, and each time must acknowledge that
they value the employee's answer. And supervisors should always,
always ask "what do you think"; and,
- This brings us to the "moment of
truth" -- acknowledging the employees explanations and thanking
him or her for their candor. At this point the supervisor should
both feel that the issues and goals have been clarified and both
parties to the discussion have come to an agreement on how things
will proceed after the meeting.
Now that there has been a "Resolution
and not Solution," it is important to keep up frequent
affirmation of the employee's contributions, and maintain a
polite interest in that person's personal interests. It is also
important to remind the employee that his or her input is essential.
Of course, completely accomplishing this task will take time
and continuing effort, and as the author tells us, "…In
the end, you may not get exactly what you wanted from the employee,
but certainly you'll get more than you did before".