DISCIPLINE. The mention of it sends many managers, good managers, into a panic. I can’t tell you how many times in my career I’ve had conversations about the topic with my management. They usually would go something like this:
Manager:
Terry, I need to say something to Jim. His performance just isn’t up to par.
Me:
What are you going to tell him?
Manager:
That’s why I’m here. I don’t know where to start—how to say it to him. I’m afraid of tripping on my own words. I don’t want to say anything that’s going to come back and bite me, or get the company into trouble.
Me:
Honesty is the best policy. As long as you’re upfront and tell it like it is, you’ll be performing your job responsibly. That’s the best advice I can give you.
Manager:
Fine. You can help with that. One other thing. What do I write? How do I document this thing? I remember you once saying that poor documentation is worse than none.
Me:
Yes, I did say that. And it’s true. Now let’s see what you have to do.
Do the concerns of this manager sound familiar? Have you ever been at either end of a similar conversation? If so, then you probably have asked yourself the all-too-common question, How can managers become more comfortable with, and more knowledgeable about, administering discipline and documenting disciplinary issues?
This guidebook will provide you with an answer to that question and help you ease the panic. Use it as a basis for training and practice, the keys to the preparation and confidence needed by any manager faced with disciplinary concerns.
