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.

Supervisors: Tense and Nervous in Corrective Interviews

When you meet with an employee to conduct a corrective interview, are you sometimes tense, nervous and forgetful, or feel a little overwhelmed by the process? Well you are not alone. Very few people in supervisory positions would say they look forward to such meetings, but nevertheless, these meetings go with the territory. Here is how to make the supervisor's role a little easier to swallow. First, plan your meeting with the employee ahead of time. Don't make the meetings off the cuff. Be sure to write a list of your concerns and use it as outline in your discussion. There is nothing wrong with this approach. Review these points however before your meeting. They way you will be staring at notes less. Get your supervisor's support and input prior to your meeting in writing this increases your feelings of security and gives more authority to quell a belligerent or non-receptive response from your employee. Meet with the employee in your office (on your turf). Discuss the listed concerns and allow the employee to respond. Do not argue with your employee. Try to remain emotionally detached by seeing the goal of your meeting as helping the employee understand the relationship between unacceptable behavior and its possible consequences. This the right attitude and keeps the feeling of "character attack" out of the interview. Good luck. Here is a super-awesome set of supervisor handouts, and if you happened to be a human resources manager, this "kit of materials" will help your supervisor improve their relationships with employees and boost their productivity. See the "Deluxe Supervisor Reproducible Fact Sheet Kit"
If the employee remains argumentative or will not listen, end your meeting with plans to meet again soon. For specific help on constructive confrontation or how to confront an employee, the 14 Vital Skills for Supervisors.