Discussions and replies 2
Jayzee545
Discussion2.docxDiscussion 2
As you saw in the Penny's Performance Review video, employees do not always understand they are not meeting expectations until it’s too late.
https://www.youtube.com/watch?v=_7CEmBZyGF8&feature=youtu.be
Scenario: The performance of your top employee has recently slipped. You had a conversation with the employee to address it. The employee improved for a period of time, but slipped again. Now your boss has noticed, which questions your leadership. You do not want to terminate this employee because you know the value of this person and his/her work, and you trust and respect this employee; however, you are starting to look bad.
It is time to take action, so you schedule a meeting with the employee.
Part One: Discuss your strategy (supported by sources) for the meeting, including:
How will you use candor to make your point clear during the conversation?
How will you remove your own personal emotion from the conversation, while still maintaining empathy and trust with the employee?
Considering the course materials for this week, what techniques for building effective working relationships will you employ, and why do you choose these techniques?
Also reply to two fellow class mates
Yolandra Lindsay
Yolandra Lindsay Week 4 Discussion
I would talk to them about the progress that they have made after the time we spoke. I would ask the employee about their career development. I would leave the conversation by asking if there was anything that was going on that they may want to discuss. I would let them lead the discussion and explain to me what he/she think their barriers may be. I would leave myself open to what ever the feedback they want to give me and ask what could I do to help in the process with assisting them to become even more successful.
I have to put myself in their shoes if I was in that same situation. How would I want to be addressed, treated and spoken to. “Empathy is a person’s desire and ability to understand another person’s perspective or circumstance, regardless of whether or not he agrees with that person.” (1) There are many of leaders that do not take this into consideration and do not bother to really listen when they address an issue. Your employees are humans as well they are not machines and should not be treated in such a way. This opens the door to a leader developing trust, and being a genuine person.
Having excellent interpersonal skills would be a key component to developing a productive working relationship. “As Robert Johnson said you have to make friends before you even know you will need them and everyone you meet have something to offer. When you meet someone your thought process is do I like this person, would they be someone I could consider them as a friend. Just like any relationship you start being personal or professional these are things that you should take into consideration.
References
Crampton, Dianne, May 2018, Empathy Builds Effective Leaders
Ramaraja, Lakshm, January 2015, Building Effective Working Relationship
JWIC 505 Week 4 Interpersonal Communication (Video) Robert L Johnson
Leo Garcia Jr.
RE: Week 4 Discussion
Hello Class,
Based on this week’s scenario, I would implement the strategy below to come to an understanding with the under-performing employee.
Goal:
Re-state expectations to employee
Find out what is causing the unusual behavior
How we can get back on track
Strategy:
In the scenario of having to meet with my top employee due to his/her recent under-performance, my strategy would be to walk-in to the meeting with an open mind, stick to facts as much as possible, listen to the employee, and come to a mutual agreement of how to move forward.
Karl McDonnell states that it is a disservice to the employee to not share feedback on their performance (1). I would first start by being candid with the employee about where they currently are at with regards to their performance. I would use facts to support my statement. Focusing on facts may help reduce or remove the employee’s feelings of taking things personally (Careerbuilder, 2).
Secondly, I would ask the employee probing questions to see if there is anything internal or external that is affecting their performance. Is the workload too much? Maybe they’re going through something personal that is affecting them? I would listen, without interruption, and wait silently if I had to, to get their response.
I would also remind the employee of the importance and value they bring to our team. I would explain to them how I’ve handled situations where my performance struggled and what I did to get past them. By sharing my struggles and feelings, it connects with the employee as they see my vulnerability and empathy (JWI505,3).
I would use techniques such as Advocacy and Inquiry to relate to the employee and probe for their feelings and answers to the situation (Ramarajan, 4). Another tool I would use Intent vs. Impact to eliminate any misunderstandings or misinterpretations (Ramarajan, 4). Another tool which I believe to be beneficial in this situation is Proving vs. Learning Mindset to allow sharing and open communication (Ramarajan, 4).
My intent is to help this employee return to their old form of being the top performer. I want to keep this employee on our team. I believe a top performer doesn’t just become an under performer without some major change affecting them. My job is to find out what that is and see if there’s anything I can do to help them remove that barrier.
Reference:
JWI505. Week 4. Video. Karl McDonnell. Candor
Careerbuilder. January, 28, 2019. 6 Tips to Handle Underperforming Employees. https://resources.careerbuilder.com/small-business/tips-to-handle-underperforming-employees
JWI505. Week 4. Lecture. Interpersonal Communication
Lakshmi Ramrajan. 2014. Building Effective Working Relationships. HBR. https://services.hbsp.harvard.edu/lti/links/content-launch
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