TAKING CORRECTIVE ACTIONS
This work is a compilation of the author’s
business experience, business notes, lectures attended, and
readings.
To Managerial and Business Coaches
As definitions of management have changed, the role and definition
of the managerial coach has likewise changed. It is no longer
sufficient to have business and managerial savvy or skill
sets that may prove to be dated. It is now necessary for coaches
to also understand business work groups, integrated product
teams, virtual employees and the ways businesses are re-structuring
to meet market demands.
The coaching task is increasingly complex and challenging
partially due to increasing requirements from businesses for
greater employee output with declining resources. The task
is also impacted by competition from companies that out-place
jobs to domestic or off-shore companies, or both. As a result
coaches are challenged understand ways to manage business
resources, systems and processes that were never designed
for these new demands. Coaches must now help managers to learn
and settle in to the new roles and responsibilities required
by businesses.
Taking Corrective Action is one of the Essential
Management Skills modules offered by Mentorsys. These modules
are resources for managerial coaches when working with both
new and seasoned managers.
Taking Corrective Action is written for
coaches to use in part, or as a workbook. It is intended as
a guide for coaches who may be new to business coaching. It
is also written in a manner that directly addresses and tasks
the manager. Please use this method as a guide, and feel free
to adapt the words to your particular coaching situation.
For business coaches who work with executives, managers.
In many situations, managers seek to improve and develop
individual employee performance by setting clear expectations.
This is often done annually, and best accomplished by ensuring
that employees have the resources and skills to do their jobs.
It is also accomplished by providing regular ongoing feedback
and coaching. Occasionally, however, unacceptable performance
may develop and persist in a few individuals, in spite of
the resources provided.
This subject, Taking Corrective Actions, is designed to help
coaches instruct and coach managers to learn proper methods
of taking corrective action when an employee is not performing
in an acceptable manner, or is not meeting agreed upon expectations.
Engaging in behaviors that directly interfere with employee
performance is also addressed practice.
“The reason lightning doesn’t strike twice in
the same place is that the same place isn’t there the
second time.”
Willie Tyler
INFORMATION YOU CAN USE
Conflict? Or Something Else?
Do not confuse conflict with indecision, disagreement, stress,
or other common experiences that may cause, or be caused by,
conflict. These are not conflict and they are not handled
by conflict-resolution tools.
Workplace Conflict
A condition between or among employees whose jobs are interdependent,
who feel angry, who perceive the other(s) as being at fault,
and who act in ways that cause a business problem.
This definition includes feelings (emotions), perceptions
(thoughts), and actions (behaviors). These three items are
the only dimensions of human experience. So, conflict is rooted
in all parts of human nature.
If You Don’t Know What’s Broke....
Do not assume that as a manager you are responsible for keeping
all employees happy. Some problems are up to the individual
to resolve. Some differences are benign, even beneficial to
the work environment. If you have not thought through the
situation, it is smart not to jump into the middle and try
to fix it. You may only make it worse.
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