00:00:09
Are there attitudes and actions not in line with the expectations?
00:00:13
Don't delay refocusing with them.
00:00:15
This is a great opportunity for you to show courage,
00:00:22
you will need it.
00:00:23
You will need courage to go straight to the point.
00:00:26
Don't let things pass you by without saying anything.
00:00:29
It wouldn't serve neither your team member nor yourself.
00:00:33
It will also weaken the whole team who will find the situation abnormal and unfair
00:00:38
and may even rush into this breach.
00:00:41
Don't wait more than 24 hours to discuss the
00:00:44
situation face to face with the person in question.
00:00:48
don't give negative feedback in front of everyone.
00:00:50
It's a declaration of war.
00:00:53
React quickly when the event is recent.
00:00:56
During the meeting,
00:00:57
take some time to welcome the person with authenticity and respect.
00:01:02
If you're the manager,
00:01:04
I've summoned you here because
00:01:07
then get straight to the point.
00:01:08
Start with the facts,
00:01:10
facts that are as accurate and verified as possible.
00:01:13
Instead of Peter,
00:01:15
you're always late.
00:01:17
you have been late 3 times this week.
00:01:20
Instead of saying,
00:01:22
the client is very unhappy with you,
00:01:24
say something more specific like Sophie,
00:01:26
the client called to complain about your impatience at yesterday's meeting.
00:01:32
you're really a mess,
00:01:33
it's ridiculous.
00:01:35
I saw this morning that you weren't wearing
00:01:37
a safety helmet on the construction site.
00:01:41
precise about the facts without making a judgment or stating your expectations,
00:01:46
Malro said to judge is in any case to not
00:01:50
understand because if one understands they could no longer judge.
00:01:54
The facts must speak for themselves.
00:01:57
The advantage of sticking to the facts at the beginning
00:01:59
is to be able to start from a common base.
00:02:03
The description of the facts must be accepted by both parties.
00:02:07
This will be the case if they are shared in a neutral and respectful manner.
00:02:11
Unless there is a different recollection of what really happened,
00:02:14
or there is a lie or worse,
00:02:18
Without agreement on the description of the facts,
00:02:20
it's difficult to go any further in the discussion.
00:02:24
We have talked about courage.
00:02:25
Now let's talk about caring,
00:02:29
you will need it to listen to what they will have to say without
00:02:33
trying to get the upper hand
00:02:34
to impose impose your point of view or to have the last word.
00:02:39
you're not a parent who has to lecture your child to keep quiet,
00:02:43
to listen to you and to obey you.
00:02:45
You're an adult trying to understand another adult
00:02:49
to hear their point of view,
00:02:50
to build the future and in a common direction that
00:02:53
is consistent with the department's objectives and the corporate values.
00:02:57
Listening to your colleagues will allow you to determine to
00:03:00
what extent they are really responsible for the situation.
00:03:04
Is it just a mistake or is it a fault?
00:03:06
Is it a problem due to a lack of training,
00:03:09
a lack of information,
00:03:10
a lack of ability,
00:03:11
in which case it is the responsibility of the manager.
00:03:16
Or is the situation due to a lack of attention,
00:03:23
in which case it is more the responsibility of the employee.
00:03:27
In order for everyone to get back to their projects in an appropriate manner,
00:03:30
be clear on these three points,
00:03:32
responsibilities,
00:03:37
and rephrase what the other person says at this stage in order to gain clarity.
00:03:43
It is quite human of them to try to
00:03:45
defend themselves and justify their actions and failures.
00:03:49
Kindly leave this small loophole for them while waiting
00:03:52
to move on to the next phase of construction.
00:03:55
Take notes on their arguments if there are numerous and the situation is complex.
00:04:00
It will allow you to go over points one
00:04:02
by one and start thinking about solutions together.
00:04:06
let's look at agility.
00:04:07
You will need agility to be able to handle
00:04:09
kindness and courage without getting caught up in it.
00:04:13
After the employee expresses their vision
00:04:15
and you have all the information on the subject which will allow you to see clearly,
00:04:20
then it's time to set a new objective.
00:04:23
the discussion will have progressed well.
00:04:25
The employee will have expressed themselves and will
00:04:27
spontaneously commit themselves to a new objective.
00:04:32
it will be up to you,
00:04:33
if you are the manager to say to your employee.
00:04:36
I therefore expect you to,
00:04:38
or how are you going to go about or how do you plan to succeed?
00:04:45
a reframing is turned towards the future and not towards the past.
00:04:49
It is an opportunity for the employee and the team to progress
00:04:53
and not an opportunity to please yourself by listing all the other person's wrongs.
00:04:58
Concretize the meeting by setting a smart objective,
00:05:07
Perhaps the person being reframed needs training in
00:05:10
order to be able to meet the expectations.
00:05:12
Training on a specific tool,
00:05:14
on their interpersonal communications,
00:05:17
on customer relations,
00:05:18
on the use of dashboards,
00:05:21
offer your help as well if it is useful for the success of the objective.
00:05:26
And as a last step,
00:05:27
don't forget to set the follow up.
00:05:30
Decide together when you will do an update on the subject.
00:05:33
Positive refraining should always be followed up.
00:05:38
this will be an opportunity to keep developing your employee and to show
00:05:42
them that the goal they have set is important to the whole team.
00:05:47
the follow up will be an opportunity to
00:05:49
give positive feedback if the situation has improved.
00:05:53
Here's a summary of the 5 steps for giving negative feedback,
00:05:57
also known as reframing.
00:06:00
greet them graciously.
00:06:02
describe the facts as accurate and verified as possible.
00:06:07
listen actively,
00:06:08
question and rephrase during the listening step.
00:06:12
set a smart goal.
00:06:14
How will you achieve?
00:06:16
plan a follow up.
00:06:19
there are sometimes tricky situations where your
00:06:21
constructive reframing will still not work.
00:06:24
Talk to your superior and HR.
00:06:26
Their advice or even intervention can be invaluable.
00:06:30
In consultation with them,
00:06:31
you will have the necessary support
00:06:33
in the event of the necessary disciplinary sanctions,
00:06:36
such as warnings,
00:06:42
constructive feedback is an opportunity for everyone to progress
00:06:46
and must always lead to a future oriented objective.
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