Write You - Problem Solving / Corrective Action

This article introduces the problem-solving model as a technique for managing performance issues that are more controversial, or that are not effectively addressed through coaching or feedback. Issues such as tardiness, being out of uniform, continual poor performance, and others are best handled by a direct, objective approach. By following the Problem Solving Dialogue Model taught in this article, you can feel confident in addressing these thorny issues with employees.

Problem solving sounds so simple. However, we know it isn’t as simple as it seems. Employees don’t behave as we hope they would. Problem solving conversations are the ones we all tend to — or want to — avoid. Why? Because we fear — or are concerned about — how the employees may react. In a minute we will find ways to overcome these challenging situations.

What you must remember is that it is important NOT to avoid these conversations as a result of feeling uncomfortable about having them. If you were the coach of a baseball team, you would want your players to give it their all. What they should be able to expect of you in return, is that other players on the team are performing as they need to. Why should the shortstop play his heart out if you let the pitcher or first baseman not play at the same level?

Key Points

Guiding questions are a significant tool when in a problem solving dialogue. Regardless of the emotional response of the employee, we must always focus on the problem behavior not the problem employee. It is not personal.

Two key things to keep in mind are:

• Always treat the employee with professionalism, dignity, and respect.

• You are responsible for the performance of your entire team. If you let the lack of performance of any one person go unaddressed because you are uncomfortable dealing with it, you are being unfair to everyone else on the team. As a result, you would not be fulfilling your job responsibilities as a team leader. It is your responsibility to address any individual issues that are affecting the team’s performance or morale.

The Problem Solving Model

It is valuable to allow the employee to solve as much of the problem as possible. The more employees can solve their own problems, the more likely they are to carry through with the solution, AND the more independent they become. In problem solving, the chances are fairly likely that the person will not be able to solve the problem without help from you. It is important that you recognize the performance problem and the reasons for the problem. Handling Challenging Situations with a Customer-Focused Mindset
Most Customer Service Professionals deal with many challenging customer situations. These situations may include:• A customer who is upset about the quality or delivery of our product/service.• A product return or a cancellation of services.• Incorrect information given to the customer.• A customer who is negative toward your company due to past experiences.• Confrontational issues and conflict.• Angry customers.• Explaining a company policy or procedure.• Fielding a request to escalate a call to management.The ultimate goal in these challenging situations is to provide a win-win solution. We want our customer to leave the interaction feeling listened to, well taken care of, and valued. A customer-focused mindset will have a tremendous impact on accomplishing these goals. Along with customer focus, an invaluable tool for dealing with challenging situations so simple. However, we know it isn’t as simple as it seems. Employees don’t behave as we hope they would. Problem solving conversations are the ones we all tend to — or want to — avoid. Why? Because we fear — or are concerned about — how the employees may react. In a minute we will find ways to overcome these challenging situations.

What you must remember is that it is important NOT to avoid these conversations as a result of feeling uncomfortable about having them. If you were the coach of a baseball team, you would want your players to give it their all. What they should be able to expect of you in return, is that other players on the team are performing as they need to. Why should the shortstop play his heart out if you let the pitcher or first baseman not play at the same level?

Key Points

Guiding questions are a significant tool when in a problem solving dialogue. Regardless of the emotional response of the employee, we must always focus on the problem behavior not the problem employee. It is not personal.

Two key things to keep in mind are:

• Always treat the employee with professionalism, dignity, and respect.

• You are responsible for the performance of your entire team. If you let the lack of performance of any one person go unaddressed because you are uncomfortable dealing with it, you are being unfair to everyone else on the team. As a result, you would not be fulfilling your job responsibilities as a team leader. It is your responsibility to address any individual issues that are affecting the team’s performance or morale.

The Problem Solving Model

It is valuable to allow the employee to solve as much of the problem as possible. The more employees can solve their own problems, the more likely they are to carry through with the solution, AND the more independent they become. In problem solving, the chances are fairly likely that the person will not be able to solve the problem without help from you. It is important that you recognize the performance problem and the reasons for the problem. Online High Risk Merchant Accounts
Running an online casino is hard, you need a watchful eye on everyone inside your casino for there will always be people who would do anything to win games. If you let your guard down even for just a second you could loose thousands or even millions of dollars. Managing what goes on inside a real casino may be hard but running one online is a totally different story.The idea of running an online casino may be absurd to some due to the fact that there are people who can easily hack into the site. If this happens to you, then you can say goodbye to all your money. This is the main reason why online casinos are only offered high risk merchant accounts, as opposed to standard merchant accounts, to collect their payments online.High risk merchant accountsOnline casinos are considered by merchant account providers (MAP) as high risk due to the fact that they are more likely to experience online fraud than otyou would want your players to give it their all. What they should be able to expect of you in return, is that other players on the team are performing as they need to. Why should the shortstop play his heart out if you let the pitcher or first baseman not play at the same level?

Key Points

Guiding questions are a significant tool when in a problem solving dialogue. Regardless of the emotional response of the employee, we must always focus on the problem behavior not the problem employee. It is not personal.

Two key things to keep in mind are:

• Always treat the employee with professionalism, dignity, and respect.

• You are responsible for the performance of your entire team. If you let the lack of performance of any one person go unaddressed because you are uncomfortable dealing with it, you are being unfair to everyone else on the team. As a result, you would not be fulfilling your job responsibilities as a team leader. It is your responsibility to address any individual issues that are affecting the team’s performance or morale.

The Problem Solving Model

It is valuable to allow the employee to solve as much of the problem as possible. The more employees can solve their own problems, the more likely they are to carry through with the solution, AND the more independent they become. In problem solving, the chances are fairly likely that the person will not be able to solve the problem without help from you. It is important that you recognize the performance problem and the reasons for the problem. Consider Working from Mexico
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Two key things to keep in mind are:

• Always treat the employee with professionalism, dignity, and respect.

• You are responsible for the performance of your entire team. If you let the lack of performance of any one person go unaddressed because you are uncomfortable dealing with it, you are being unfair to everyone else on the team. As a result, you would not be fulfilling your job responsibilities as a team leader. It is your responsibility to address any individual issues that are affecting the team’s performance or morale.

The Problem Solving Model

It is valuable to allow the employee to solve as much of the problem as possible. The more employees can solve their own problems, the more likely they are to carry through with the solution, AND the more independent they become. In problem solving, the chances are fairly likely that the person will not be able to solve the problem without help from you. It is important that you recognize the performance problem and the reasons for the problem. 404 Sarbanes Oxley - The Ins And Outs
Sarbanes-Oxley is more a set of guidelines versus a set of rules; it’s ultimately an act that mandates financial accountability. The original intent of Sarbanes Oxley is about accountability of executives but has morphed into something else within many enterprises. Transparency of, and accuracy in, financial reporting is what it’s all about.Sarbanes-Oxley is every bit as pervasive as Y2K, the only difference is it has no end. Sarbanes-Oxley is designed to increase corporate transparency and reduce the time between a material loss event, and when the event is reported. It is working.Named after Senator Paul Sarbanes, and Representative Michael Oxley, SOX is America's response to Enron and other scandals. Corporate America is currently facing major government-mandated change as a result of the Sarbanes-Oxley Act. Sarbanes-Oxley lays down the law in financial reporting. Compliance with Sarbanes-Oxley is a chal the team’s performance or morale.

The Problem Solving Model

It is valuable to allow the employee to solve as much of the problem as possible. The more employees can solve their own problems, the more likely they are to carry through with the solution, AND the more independent they become. In problem solving, the chances are fairly likely that the person will not be able to solve the problem without help from you. It is important that you recognize the performance problem and the reasons for the problem.

It is also important that you plan solutions to the problem’s resolution before you meet with the individual. If the employee engages in inappropriate problem solving — blaming, excusing, defending, looking to others for the solution — you need to be able to redirect the problem solving to a more productive vein. You may find that you have to TELL the employee what the acceptable solution is. Thoughtful planning and practice increase the chance of success as you manage performance.

1. Open the conversation/clarify the purpose of the conversation. It is important to focus the problem solving conversation early. It you want to discuss other things, save them for another conversation. Mixing other topics into a problem solving/corrective action conversation diffuses the impact of the conversation and reduces the likelihood of performance change.

Be up front and specific. “I want to discuss the missed deadline.” “I want to talk about your production numbers.” At the same time, express your confidence that we together can resolve this problem.

2. Clarify the problem. This is where you clearly define the problem. Use specific outcomes or observable behaviors. Avoid absolutes, generalizations, hearsay, or opinions. Be specific. Instead of saying, “you’re always late,” say, “you were at least 10 minutes late three times last week.”

Further clarify the problem by identifying the impact of the person’s behavior on:

a) The group (i.e., “others have to cover for you when you’re not on time.”)

b) The department or team (i.e., “our coverage numbers suffer”)

c) You (i.e., “I have to take time to conduct meetings like this when I could be coaching or doing other management activities.”)

d) The employee (i.e., “Your chances for growth or even continued employment may be jeopardized.”)

3. Make sure that you ask if the person understands the problem and the impact of the problem. Look for a verbal or non-verbal agreement. Getting agreement that there is a problem and that the problem has significant impact is hal

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