Delivering Bad News Tactfully and Effectively

“You are a department manager in a mid-sized company that provides technology support services.  You have ten employees who are required to maintain a high level of technical expertise and deliver excellent customer service.  One of your employees, who has been with the company for two years, is performing at a substandard level and you have received numerous complaints from customers and coworkers.  In addition, this employee has displayed confrontational behavior which has created a hostile environment.  You must now meet with this employee and deliver an ultimatum regarding the need for immediate improvement or dismissal.”

      One of the strategies I would use is to initially call a meeting with the ten workers and layout the framework or roadmap that will enable each employee to understand what is required of them and give them a checklist of sorts to use to ensure they are performing to their fullest potential.  I would also discuss my expectations of this group and provide them an avenue to route their concerns and questions to help mitigate conflict.  I would open up a discussion forum to help build teamwork and synergy through peer input to help set mitigate any individual shortcomings; a type of script or outline the team members could visualize to create a clearer picture of the project as a whole. This approach will serve two purposes; one purpose would remind all employees the high level of expectations I demand and refocus their efforts to ensure they are working at this level. Secondly, this approach will allow the individual that is producing at a substandard level the opportunity to improve in a “group” environment and reassure them they are still part of the team.

      Next, I would bring in the individual who has been performing at the substandard level and counsel them one on one. I would first put myself in their shoes and give them the opportunity to explain themselves and why they have been performing at this degraded level. I would ask them how their family life and if they are having any problems at home. I would inquire about their financial health and try to find the stressor that is causing the poor work performance. I would ask them to explain in their own words what they believe their scope of work to be and ask them to honestly assess their performance. At this point I would define the true expectations this company has on its employees and if needed go into detail of the scope of work each employee is responsible for to ensure the employee understands these expectations. By taking this approach I am giving the employee a sense of ownership in their future and the ability to “buy in” to the team concept. Depending on the reaction from the employee I would adjust my technique whether they reject or refute my criticisms or acknowledge change is needed. Acknowledgement allows both parties to build the empathy needed for the motivation of a synergistic solution to the problem.  The acknowledgement acts as feedback to the other party and it demonstrates that one understands (without necessarily agreeing with) the other party's position. (Borisoff and Victor, 1998). 

      I would anticipate the employee would feel less attacked if they were part of the group counseling and this would give them a calming state of mind thinking others may be in the same boat. They would be relaxed coming into the one on one meeting ready to discuss their productivity. I would also anticipate some hesitation and apprehension to being confronted on the lack of productivity; however, with allowing them to evaluate themselves they may find they have room to grow. This will give them the perception they are self-correcting their attitude rather than a lecture from a superior and demand in a change of attitude.  

      During the one on one counseling I would typically employ a blend of three different techniques and adjust this blend according to their reaction and acceptance. I would first try to use Ingratiation which uses impression management, good will and a form of flattery to encourage the employee to buy into my course of action. I favor this practice because this helps build the employee into an eventual leader through working for the team and by understanding what is needed for success. If this practice falls on deaf ears or resistance I quickly and decisively turn to Assertiveness.  With this practice I employ the direct and forceful approach to influence the employee’s behavior.  Finally, if the employee still refuses to accept the course of action I have presented them and they still have not modified their behavior I employ the Sanctions practice.  This practice uses consequences in the form of suspension or termination. Conflict management is an ongoing procedure.  It entails continual communication and supervision.  "Conflict-handling behavior is not a static procedure; rather it is a process that requires flexibility and constant evaluation to truly be productive and effective" (Borisoff and Victor, 1998). 

References

Borisoff, D., and D. A. Victor.  1998.  Conflict management:  A communication skills approach, 2nd ed.  Boston:  Allyn and Bacon.