Excerpted from the Executive Report: Disciplining Employees - The Right Way to Do It
Managers tend to be focused on one thing: Productivity.
They don't want to deal with disciplinary problems any more than an employee wants to be disciplined.
It's easy to let small things slide because bringing up minor problems sometimes seems like more trouble than it's worth. You pick your battles.
And who wants to stir the pot, and maybe make an enemy, when it's already hard enough to meet monthly goals?
The last thing a manager wants is for a disciplinary action to create a wider staff morale problem.
It's an understandable rationale ... but it's flawed. Those small issues rarely go away by themselves - indeed, they almost always get worse.
And by not taking action, managers send employees the message that undesirable behavior will be accepted, or - even worse - hasn't even been noticed.
Delay has another adverse impact on the manager. As the problem worsens, it's common for managers to build up resentment against the employee - and that can warp the supervisor's perspective in a way that makes it difficult to eventually deal with the person in an objective and positive way.
DIGGING DEEPER
Poor performance and unacceptable behavior are inevitable. And too often the dread of disciplining employees stops managers from taking immediate action to resolve the issues. Find out what managers need to do by reading the Executive Report: Disciplining Employees - The Right Way to Do It.
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