This is a great model to use when you need to strongly assert your opinion and where there's little room for negotiation, making it ideal for a reprimand.
Like the BAR model introduced in Chapter 3, Addressing Specific Performance Issues, you will first give a summary of the event to be discussed. We already covered context setting in the previous chapter, so I'll use just one example here to illustrate this.
"Trevor, I want to talk to you about your timekeeping, and in particular the fact that you have been late three times this week."
At this stage, you can state the wider effect that the observed behavior is having in the workplace—perhaps on other people, results, public relations, or some other area.
"When you turn up late, it makes the team appear unprofessional, and I'm concerned that it sets a bad example to the newer members of staff who are still fresh in their careers."
You can now give a positive and firm instruction as to how you want things to be different in the future. This is crucial after using a negative in the previous stage.
Tip
Bearing in mind the effect of language, ensure that the statements are about how to behave in future.
"I want you to be at your desk on time and ready to start work each day from here onwards."
Finally, it's important for the receiver to know that any deviation from what you have instructed will have undesirable side effects for them. And bear in mind that any sanctions that you state or intend to use must be carried out, or you will lose more than you are attempting to gain. Ever seen the parent of a small child threaten to take them home or take something away from them if they don't change what they are doing, only to see them not carry out the threat? Children and adults pick up on this; it's part of testing the boundaries.
"From now on, anything less than good time keeping will result in disciplinary proceedings. Do you understand?"
Tip
Note how the very last part of the delivery is a closed question—one that invites a yes or no answer, not a discussion or debate.
If you find the receiver starts to debate the issue, simply re-state the last part again:
"Do you understand?"
This is a short, sharp, shock approach, and it works very well.
Make a Note
A great advantage of the DESC model is that you can be effective without losing your temper, and losing your temper at work is rarely a good thing. Usually people lose their tempers when they've lost control of a situation and feel frustrated because of it. Things said in anger are often regretted, so stay in control of the situation and your feelings by dealing with them before they start to eat away at you.