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PROBLEM EMPLOYEES PROGRESSIVE DISCIPLINE

PROBLEM EMPLOYEES PROGRESSIVE DISCIPLINE. Bill Ramsey. LEARNING OBJECTIVES. PROBLEM EMPLOYEES Know how to give positive & corrective feedback Know the key principles of human interaction Understand the logic of progressive discipline. PROBLEM EMPLOYEES. OVERVIEW The inverted pyramid

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PROBLEM EMPLOYEES PROGRESSIVE DISCIPLINE

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  1. PROBLEM EMPLOYEESPROGRESSIVE DISCIPLINE Bill Ramsey

  2. LEARNING OBJECTIVES PROBLEM EMPLOYEES • Know how to give positive & corrective feedback • Know the key principles of human interaction • Understand the logic of progressive discipline

  3. PROBLEM EMPLOYEES OVERVIEW • The inverted pyramid • The One Minute Manager • Key Principles • Managing Disciplinary Meetings

  4. Positive Feedback Corrective Feedback Discipline THE INVERTED PYRAMID

  5. ONE MINUTE MANAGER “Catch somebody doing something right” FEEDBACK > Positive > Corrective Bad is stronger than Good

  6. POSITIVE FEEDBACK • What you did • Why it was a good thing

  7. CORRECTIVE FEEDBACK • What you did • What you might have done that would have been better • Why it would have been better

  8. 5 or 6 GOOD THINGS

  9. 5 or 6 BAD THINGS

  10. FEEDBACK EXAMPLES

  11. KEY PRINCIPLES • Maintain or enhance self esteem • Listen and respond with empathy • Ask for help in solving the problem

  12. DISCIPLINE • Don’t reinforce behavior you don’t want to see repeated. • Don’t Rush!!!!!!!! • Calmly determine consequences • Get a second opinion (or 3rd)

  13. DISCIPLINE You want the employee to improve You don’t want to punish the employee

  14. DISCIPLINE MEETING MANAGEMENT • State your position & current situation clearly & non-threateningly • Ask for the employee’s reaction & comment • Focus on the real issue and ask for suggestions from the employee

  15. DISCIPLINE MEETING MANAGEMENT • Develop a plan of action that both of you can live with including consequences • Set a meeting time to review what’s been done • Express your confidence in the employee’s ability to accomplish what’s been agreed to

  16. MEETING PREPARATION • Clear statement of what you want to accomplish • List what employee might say in response for each step • Think of things for the employee to suggest as ways to solve the problem in case they can’t think of anything in the meeting

  17. MEETING PREPARATION • Go through each step and rehearse what you will say • Meet with your boss to get agreement on consequences before you meet with the employee

  18. KEEPING PEOPLE FROM GOING OVER YOUR HEAD • Check with boss and boss’s boss before you tell employee of consequences • Start by being more approachable than the people over your head • Be the most reasonable person in chain of command

  19. KEEPING PEOPLE FROM GOING OVER YOUR HEAD • Offer to go over your own head if you think someone’s going to anyway • Don’t tell anyone to go over your head • If all else fails, at least warn the boss

  20. DISCIPLINE EXAMPLES • Oral warning • Written reprimand • One day suspension • Multi-day suspension • Firing

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