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Paul Falcone's 101 Tough Conversations to Have with Employees: A Manager's PDF

By Paul Falcone

Irrelevant dresses, lateness, sexually offensive habit, let alone productiveness and verbal exchange issues...these are only some of the uncomfortable subject matters bosses needs to occasionally consult with their staff. "101 tricky Conversations to Have with Employees" deals real looking pattern dialogues managers can use to facilitate transparent, direct interactions with their staff, aiding them avert power awkwardness and meet matters head-on. This functional, solution-oriented booklet walks readers via one of the most universal in addition to the main critical worker difficulties they're prone to come across. masking every thing from substandard functionality reports to non-public hygiene to termination conferences, this convenient advisor is helping managers deal with their individuals with dignity, focusing not only on what to claim yet tips on how to say it. this useful booklet offers confirmed options managers can use to guard themselves and their organizations...and get the superior from their humans.

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Additional info for 101 Tough Conversations to Have with Employees: A Manager's Guide to Addressing Performance, Conduct, and Discipline Challenges

Sample text

The phraseology may be different, but Individual Appearance and Uncomfortable Workplace Dilemmas 35 the strategy is the same: Discuss your concerns openly, listen to the individual’s side of the story, and then look for some resolution or compromise that you can both live with. The Solution Initiate your conversation on a problem-to-solution level: >> Eileen, a few of the staff members brought to my attention that you’d gotten some new tattoos over the weekend. I respect the fact that you have the right to do body art, but as the nursing supervisor in the ICU, I’m a little concerned about how some of our patients might respond.

What’s important is that you’re honest in your assessment of the individual’s performance up to now as well as your future expectations. Your honesty may be difficult to hear at first, but it can serve as an advantage for the newly minted supervisor’s career development. That’s what enlightened and selfless leadership is all about. > Scenario 4: New Supervisor Syndrome When three peers—say at the department manager level—work together side by side, year after year and one is suddenly promoted to director, now managing the two former peers, resentments and hurt feelings may occur.

Notice the highlights in the paragraph above: ‘‘You make me feel . ’’ and ‘‘How would you feel . ’’ are common phrases that invoke feelings of guilt in others. Feelings aren’t right or wrong—they just are. When combining such phrases with an opening statement like, ‘‘There’s a difference in perception here,’’ employees are usually much more willing to hear your side of the story objectively. After all, there are two sides to every story, and employees typically won’t deny that they’re partially responsible for the problem if it’s presented in the right way.

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101 Tough Conversations to Have with Employees: A Manager's Guide to Addressing Performance, Conduct, and Discipline Challenges by Paul Falcone

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