من قبل
Vinod Jetley , Assistant General Manager , State Bank of India
Suggestions for handling the confrontation:
Be specific about what you want. It’s a mistake to use general terms in a discussion about a specific behavior problem. For example, a manager says “I don’t like your attitude. I want you to change it.” That’s pretty safe, but it could mean anything. Instead, the manager should say “It’s not helpful the way you talk about our customers behind their backs. It poisons the attitude of the others in customer service. From now on, if you can’t say something supportive of a customer, please don’t say anything at all.” Managers should try to gather specific examples of negative things the employee has said in the past, and use those in the discussion for clarity.
Let people rant … a little. Once a manager has gotten through discussing the specific behaviors, it’s likely the other person is going to feel the need to blow off steam and maybe even mount a defense. To avoiding having people feel like they are on the witness stand, let them rant a bit. It’ll help them feel like they are being heard – because they are. Then steer the conversation back to the results you want.
Try to use “we.” Work to get across the notion that the issue is a problem for everyone concerned. A manager can start by saying “We have a problem” or “We need to change.” The helps the person realize the behavior is important, without finger-pointing.
Avoid overusing “you.” Putting all the responsibility on the employee is a conversational black hole that’s impossible to escape. The constant use of the word you, as in “You have a bad attitude and everyone knows it” is an invitation for a fight. Instead, try “We need to talk about your attitude.” The point here is, while it is OK to use the word “you,” using it continually in a negative way kills the conversation.
Avoid “however” and “but.” Some managers believe that if they lead with a compliment, it’s easier to wade into the problem. That conversation looks something like this: “You’ve done a pretty good job, but …” and then the manager lowers the boom. That often angers people and leaves them thinking, “Why can’t he ever just say something positive and leave it at that?” Consider substituting “and” for “but” and “however,” and the conversation is likely to go smoother, as in: “You’re doing a pretty good job and we need to talk about how to get you to show more respect for customers.”
Don’t feel as if you have to fill the silence. In a tense situation a manager may be tempted to fill every gap in the conversation. Don’t. Stay silent when there’s a lull. Obligate the other person to fill in the silence.
