How to Deal with Unacceptable Employee Behavior Training Class

Seminar Overview:

• Bad Attitudes: What They Are, and How They Evolve:
• Setting the bar: how to easily recognize a discrepancy between performance expectations and actual behavior.
• Rare or repeating? How to know if a problem is a "one-time" occurrence, or a chronic, disruptive behavior that demands your prompt attention!
• Backtracking from symptoms to causes: environmental factors that can lead to serious problems.
• Trouble brewing? How astute managers spot performance and behavior problems at the start.
• Are you part of the problem? Insightful self-analysis that gives you an unbiased view of your own role.
• How to pinpoint a difficult employee's effect on coworkers and the organization ... and choose the appropriate course of action. Taking Effective, Decisive Action:
• Eliminating the obvious: how to ensure a skill deficiency or lack of resources isn't the source of trouble.
• The "team-play" technique: a way to involve problem employees in forging a solution and guarantee they "buy into" the plan.
• You set the pace: modeling a behavior standard that employees respect and imitate.
• Communicating despite conflict: smart ways to overcome anger, hostility, and other emotions that can arise during counseling.
• Personality conflict? How to deal with this often misunderstood problem, and forge a truce in the most bitter relationships.
• Coach or counsel? The difference between these two vital techniques, and when to use each. Using Firm, Assertive Tactics:
• Positive Intervention: how savvy managers use this technique to correct even complex performance issues.
• Step-by-step discipline: a formal, progressive process every manager should know, practice, and document ... every single time.
• Can you handle it alone? 3 situations that always require outside intervention.
• Bad attitude ... or simply strongly opinionated? How to know when someone "crosses the line."
• Cover yourself! Specific documentation that legally protects you if your actions are questioned later.
• An airtight warning: essential elements every warning (verbal or written) should contain. Taking the Last Resort:
• When to keep trying, and when to give up: how to know when you've passed the "point of no return."
• Before blaming and finger-pointing: forcing employees to accept responsibility for the actions that trigger formal termination processes.
• When immediate termination is warranted, and how to handle these explosive cases.
• Softening the blow: how to terminate problem employees without sapping their dignity and self-respect.
• A tough task: how to keep emotions in check and maintain your focus and professionalism when you must terminate.
• Don't say this! Verbal termination mistakes that can land you in a lawyer's office. Recovery and Rebuilding Strategies:
• Managing the "survivors": how to prevent a termination from hurting the attitude and morale of co-workers.
• How to strengthen the self-respect and increase the value of your good performers ... and avoid common "traps" that can harm their performance.
• The "Open Communication" model: how you can encourage higher morale and productivity with this tested and proven approach.