For discipline to stick, however, you have to set out
consequences: What will the employee lose if he or she doesn't
change?
First make sure you've asked yourself what really motivates
this employee, urges Key. Why? Different employees want different
things. Tell an employee who doesn't give a hoot about climbing
the corporate ladder that he or she may lose out on a possible
promotion, and you'll get no results. For a consequence to
matter and actually make a difference, it needs to matter to that
employee.
Once you've discussed the problem, helped come up with
solutions and finally told the employee what consequences he or she
may face, the session is complete--but that doesn't mean the
issue should be forgotten. "Set up a time for a follow-up
meeting in a few weeks," suggests Key. "That makes it
clear you mean business." Neglect to set a follow-up, and the
worker will likely strike this meeting up to your passing pique and
won't take it seriously. But with a follow-up already
scheduled, he or she will know you're genuinely insisting on
change for the better and you plan to follow through with it.
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At the follow-up session, if there's been forward motion by
the employee, don't let it go unnoticed. Let the employee know
you are aware of the effort he or she is putting in. "Praise
it. Reinforce even approximations of success," says Hollands,
who warns against holding the bar too high. "Shaping new
behavior takes constant, significant attention."
It's a strong, solid approach to putting employees back on
course--but will it get results? There's no guarantee. A lot
depends on your execution as well as the individual employee's
mindset. But chew on this worrisome thought from Hilgert:
"Discharge is a failure of discipline. Whenever you cannot
make an employee productive, it's a failure."
Just remember that changing most employees' behavior is
within your reach. "We can learn how to discipline
better," says Hollands. "Most managers find it tough, but
with practice, most will get better." And the payoff is that
so, too, will your workers--and that makes this one of the best
rewards around.
Contact Sources
Growth & Leadership Center Inc., (650) 966-1144,
http://www.glcweb.com
Silver Lake Publishing, (888) 663-3091, http://www.silverlakepub.com
Summit Consulting Group, (312) 899-9900, http://www.argosyeducation.com
Turknett Leadership Group, (770) 270-1723, http://www.argosyeducation.com
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