YOU SHOULD DO THE FOLLOWING:
- Reassure your staff member by building on strengths, give him/her confidence.
- Use a “we” approach when discussing problems.
- Be specific when discussing performance.
- Keep the interview on track.
- Draw him/her out by:
- Asking thought-provoking questions (not yes or no type), then listen. Restate or reflect the staff member’s statements. Listen with warmth, frankness, and real interest.
- Talk about job results, not activities.
- Function as a coach, not as inspector. Counsel — don’t advise.
- Close properly:
- Summarize, plan for improvements and changes. Write down the results.
- Use negative words or too many negative criticisms.
- Use a “you vs. me” approach.
- Give insincere or excessive praise.
- Use generalities that cannot be backed up by specific examples.
- Dominate the conversation.
- Place emphasis on personality traits.
- Be fussy, picayune or harried.
- Be or seem hurried.