Title Page
by Paul Falcone
101 Tough Conversations to Have with Employees: A Manager’s Guide to Addressing Performance, Conduct, and Discipline Challenges
- Cover Page
- Title Page
- Copyright Page
- Dedication
- Contents
- Preface
- Acknowledgments
- Introduction: The Rules of Engagement
- Part I: Uncomfortable Workplace Situations
- 1. Common Managerial and Supervisory Discussions
- Scenario 1: Mediating Disputes Among Subordinates
- Scenario 2: Appropriate Responses to Requests to Speak “Off the Record”
- Scenario 3: Promoting a Neophyte into a First-Time Supervisory Role
- Scenario 4: New Supervisor Syndrome
- Scenario 5: Inheriting an Employee with Disciplinary Problems
- Scenario 6: Stopping Attitude Problems in Their Tracks
- Scenario 7: Advice Before a Holiday Party or an Offsite Event
- 2. Individual Appearance and Uncomfortable Workplace Dilemmas
- 3. Cultural and Religious Differences
- Scenario 15: Inappropriate Display of Religious Icons
- Scenario 16: Supervisor Proselytizes to Subordinates
- Scenario 17: Offensive Food Preparation and Spicy Smells
- Scenario 18: Euphemisms like “Honey,” “Sweetie,” and “Doll”
- Scenario 19: Speaking Foreign Languages in the Workplace
- Scenario 20: Inappropriate Display of Sexually Explicit Material
- Scenario 21: Lack of Understanding of Multicultural Differences
- 1. Common Managerial and Supervisory Discussions
- Part II: Poor Work Habits and Job Performance Concerns
- 4. Performance Transgressions
- Scenario 22: Lack of Quality, Detail, or Efficiency
- Scenario 23: Lack of Quantity or Speed
- Scenario 24: Substandard Customer Satisfaction
- Scenario 25: Lack of Sales Production
- Scenario 26: Failure to Learn New Material During Training
- Scenario 27: Acts Resulting in a Loss to the Employer
- Scenario 28: Failure to Follow Through, or “Dropping the Ball”
- 5. Policy and Procedure Violations
- Scenario 29: Failure to Adhere to Safety Rules
- Scenario 30: Excessive Personal Telephone Calls
- Scenario 31: Excessive Time Spent on the Internet
- Scenario 32: Unauthorized Use of Company Equipment and Facilities
- Scenario 33: Working Unauthorized Overtime
- Scenario 34: Off-Duty Conduct and Moonlighting
- 6. Excessive Absenteeism and Tardiness
- Scenario 35: Excessive Unscheduled Absence: “No Fault” System
- Scenario 36: Excessive Unscheduled Absence: “Excuse-Based” System
- Scenario 37: Patterning Excessive, Unscheduled Absence Around Weekends
- Scenario 38: Rolling Calendar Year Maneuvers
- Scenario 39: Excessive Tardiness
- Scenario 40: Exempt Employees Who Choose to Come and Go as They Please
- 7. Lack of Requisite Skills
- 4. Performance Transgressions
- Part III: Inappropriate Workplace Behavior and Conduct
- 8. Sexually Offensive Behavior
- 9. Substandard Communication Skills
- Scenario 54: Tattletales, Gossipmongers, and Snitches
- Scenario 55: Whiners and Complainers
- Scenario 56: Requests for Confidential Conversations from Other Supervisors’ Subordinates
- Scenario 57: Poor Listening Skills
- Scenario 58: Failure to Communicate Upward
- Scenario 59: Establishing Effective Staff Meetings
- 10. Personal Style Issues
- Scenario 60: Suspected Alcoholism or Substance Abuse
- Scenario 61: Inability to Accept Constructive Criticism
- Scenario 62: Lack of Sensitivity and Protocol (E-Mail Censuring)
- Scenario 63: Badgering and Challenging One’s Supervisor
- Scenario 64: Lack of Teamwork and Relationship-Building Skills
- Scenario 65: Laziness and Lack of Commitment
- Scenario 66: Blamers and Excuse Makers
- Scenario 67: Coworker Jealousy and Employees Who Can’t Let Go of Their Anger
- Scenario 68: Supremacists—Arrogance and Superior Attitudes
- 11. Leadership Style Challenges and Career Management Obstacles
- Scenario 69: Stalled Career Syndrome
- Scenario 70: Unwillingness to Confront Problems Head-On
- Scenario 71: Staff Motivation Conversations
- Scenario 72: Protecting Your Company from Legal Liability (Documentation)
- Scenario 73: Inability to Provide Constructive Criticism
- Scenario 74: Handling Group Complaints Wisely
- Scenario 75: Lack of Diversity Awareness
- Scenario 76: Lack of Leadership
- Part IV: Corporate Actions
- 12. Corporate (Intentional) Actions
- Scenario 77: Probationary Termination
- Scenario 78: Administering Disciplinary Warnings
- Scenario 79: Administering Decision-Making Leaves
- Scenario 80: Termination for Cause (in Conjunction with Progressive Discipline)
- Scenario 81: Convincing an Employee to Leave Voluntarily When There Are No Progressive Disciplinary Warnings on File
- Scenario 82: Negotiating a Separation Package When There Are No Progressive Disciplinary Warnings on File
- 13. Corporate (‘‘No Fault’’) Actions
- Scenario 83: Layoff: Position Elimination—LIFO
- Scenario 84: Layoff: Position Elimination—Lack of Qualifications
- Scenario 85: Layoff: Position Elimination—Union Bumping Privileges
- Scenario 86: Layoff: Position Elimination—Department Closure
- Scenario 87: Layoff: Position Elimination—Plant Closure (WARN Act)
- Scenario 88: Follow-Up Discussions with Survivors After Layoffs Occur
- 14. Summary Offenses (Immediate Discharge)
- 15. Special Circumstances
- Scenario 96: Welcoming Back Employees Returning from a Stress Leave of Absence
- Scenario 97: Dealing with Employees in Crisis: Isolation
- Scenario 98: Dealing with Employees in Crisis: Suicidal Concerns
- Scenario 99: Dealing with Employees in Crisis: Homicidal Concerns
- Scenario 100: Terminating Employees Who Are on Investigatory Leave
- Scenario 101: Verbally Accepting an Employee’s Resignation
- 12. Corporate (Intentional) Actions
- Index
101 Tough Conversations to Have with Employees
A Manager’s Guide to Addressing Performance, Conduct, and Discipline Challenges
Paul Falcone
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