Ask Yourself These 5 Questions Afore Confronting a Negative Employee
Running a startup as an entrepreneur is like going into war — if you prepare enough, you win afore the first engagement. That should be your approach to dealing with negative employees.
Afore you rush and schedule a meeting with them though, first take a long breath and explore these questions.
1. Is This Employee the Exception?
One of the first things you should deduce afore dealing with a negative employee is whether or not they’re part of a pattern. If verbalized employee is just the latest in a long list of problematic employees, you may have a more sizably voluminous quandary to solve. Your office culture may need adjustment.
There may be times when your employee’s demeanor occurred due to your office culture or environment. This does not exculpate their demeanor, but it could be a symptom of a more sizably voluminous quandary you require to address. Penalizing the offense in this case is no longer the terminus of the issue, but just the commencement. Verbalize with your employees and partners and deduce things.
2. Is it Their First Offense?
Everyone has a deplorable days. As an entrepreneur, you’re going to have your portion of lamentable days, and keeping your cool may take effort. Your employees are equipollent. Some days are rougher than others, and this may just be the straw that breaks the camel’s back. In this case, it’s best to be ancillary. Give them the congruous penalization and move on.
However, if this is a component of their nature, other approaches may be required. Don’t wait for it to affect an astronomically immense project. This is when you commence understanding the employee’s work pattern, so you can evaluate their general approach with them when the compulsory conversation occurs. Work with them to amend their demeanor.
3. How Should the Verbalize be Angled?
Everything you do as an entrepreneur must have a purport relative to the commencement-up’s overall goals. When you’re preparing to verbalize with a quandary employee, you must deduce what you optate to transpire. That signifies deducing what the employee wants, and make no mistake, what the employee wants is paramount. If the employee is generally plausible, their acting out may be a result of low job contentment.
This is something only they can answer. Give them open-ended questions to answer. Ask them how they feel about working at the company and if their prospects have been met. Ask them what would make them more jubilant at the office, what they would do if they were in charge; their answers will avail you understand if they even want to be at the company.
4. What Tone Should You Take?
Different quandaries require different tones, verbally express public cognations and crisis communication specialists like Rosemary Plorin. and there’s no correct answer. Your tone should reflect the astringency of the quandary as well as the number of offenses of record. Culling the erroneous tone can make you seem adamant, thus wasting an opportunity to avail and turning it into a train wreck.
When verbalizing with a quandary employee, no matter what the offense, be non-confrontational but firm. This designates keeping your voice even to keep the conversation civil. It withal denotes being direct and to the point. Don’t be nebulous. Tell them precisely what they did erroneous and cite why it is erroneous relative to the company’s rules and strategic goals. Not only will this pellucidity avail you rehabilitate the employee if that culminates up being the optimal option, it’ll keep your company bulwarked from post-employment lawsuits.
5. Is it Time to Fire Someone?
One of the toughest calls you’ll have to make as an entrepreneur involves terminating an employee’s contract. It should not reflect poorly on you, the startup, or the employee.
The main question for you is whether or not someone can be availed. The hiring process is often both costly and time consuming, two things no entrepreneur wants to auricularly discern. Give them a plausible duration to transmute their ways afore firing them. If it’s not the first time and their most recent offense is indicative of an inability to transmute, it may be time to part ways.
You’re going to run into quandary employees as an entrepreneur. If you’re fortuitous, most of them will be facile to handle; you present your case, elucidate where they made the mistake, and give them the congruous penalization, and everyone can move on. Authentically verbalizing, you’ll likely fire more people than you anticipate. Every employee deserves exhaustive consideration, consideration you can give them by asking these questions.
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Jillur Rahman
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