STRATEGY

If you've learned, either from a conversation with a supervisor or loose talk around the office, that one of your coworkers may be terminated, you may want to let them know while there's still a chance for them to save their job. Your goal should be to encourage them to make a candid self‐assessment and once they have hit on areas management finds problematic, to suggest simple, effective changes to their work habits. Depending on your relationship, and how bad things are, you might also encourage them to start looking for another job. Remember, while some people have a sixth sense for when their tenure at a company is shaky, others don't. If they aren't getting the hint, or simply doesn't want your advice, you're better off leaving them be. Avoid being too explicit, or naming your source, so as not to endanger your own job.

TACTICS

• Attitude: Sure, you're doing them a favor, but your primary concern has to be the welfare of the company. Tell them what you think they need to know to remedy the situation, and offer to help in any way you can, but remember it's up to them to make the changes or move on.
• Preparation: Have a couple of their key performance issues in mind, and a couple of simple solutions to offer. Realize that personality and corporate culture are sometimes hard to reconcile, so stick to improvements they can realistically accomplish.

  
  

• Timing: Downtime is the best time to approach your peer as a friend. Arrange to talk outside the office so your conversation will not be overheard, and at the end of the week so they'll have the weekend to cool down and decide how best to alter their performance, or redraft their resume.
• Behavior: Be friendly and easy‐going, but earnest about the points for improvement you've outlined. You don't need to put the fear of God into them, but you do want them to take you seriously.

ADAPTATIONS

This script can be modified to:

• Tell a peer to shape up at the request of a supervisor.
• Break bad news so as to encourage action through strategic planning.
• Encourage teamwork to improve a project or department.

KEY POINTS

• Focus on ways they can improve, not what they have already done wrong.
• Decline to name your information source, remain focused on performance not politics.
• Say what you have to quickly and don't be swayed to say it another time.
• Listen carefully to their self‐assessment. If you decide to, you can advocate their side to management, and assure them steps are being taken to improve the situation.