Why do supervisors avoid confronting employees about their performance issues?

The most common reason for avoiding confrontation is fear. Overcoming this fear is accomplished by understanding how to use an effective approach. Being firm and direct, and not sugar coating the message is important, but this can be accomplished in a way that eliminates heavy-handedness and engenders cooperation. For example, “Bill, I received feedback about your customer presentation yesterday, and I want to share it with you.” “Bill, some customers felt your presentation lacked depth in its details, leaving them feeling more confused. Were you aware of these concerns?” “Bill, I want to work with you to improve your marketing presentation, how would you suggest we go about making such improvements?” Notice in these examples how the supervisor elicits a “partnering” approach to solving problems. The concerns of the supervisor are concrete, and the approach is likely to elicit better cooperation in solving the performance issues versus harming the relationship by making the employee feel scolded.

Too Much Trepidation with Taking Disciplinary Actions?

Do you sometimes feel resistant to taking necessary disciplinary actions with employees. You're not alone. If you ignore your company's disciplinary tools (yes, "tools" because disciplinary action is not punishment) you'll tolerate many employee problems too long. Why the resistance? And how do you get past it? Disciplinary actions must be carefully considered and clearly warranted before being administered, of course. Doing whatever is reasonable to help an employee improve performance should precede such measures. But they are not punishment. By setting up mental roadblocks like this one, supervisors undermine their efforts to maximize productivity. Improper documentation, failure to follow proper procedures, or being unable to demonstrate a good-faith effort to help the employee improve are examples of such roadblocks. Getting advice from internal experts, such as human resource representatives is indispensable for supervisors attempting to confront employees with significant problems. Don't go it alone if you feel some trepidation.  Proper use of the consultative function from your HR department or even employee assistance program can frequently eliminate the need for discipline altogether because a new idea may emerge in your discussions. Your emotional involvement with the employee, particularly strong feelings of anger, betrayal, and resentment are other common problems you may possibly face in supervision. Seek to separate yourself from emotional involvement and your supervisory role; failure to do so frequently contributes to the likelihood of missteps with supervisors and the increase of risk to the employer. Have you seen the new supervisor tips newsletter?