Submitted by Sal Silvester on June 18, 2012
No one likes to hurt someone else’s feelings, but that doesn’t justify providing feedback that’s so fluffy you never actually state the main point.
Don’t get me wrong — I’m not asking you to be ruthless. Use positives, but don’t smother the message with them. The challenge is to make sure the constructive part of your feedback is clear, or else there’s no sense giving feedback!
Submitted by Sal Silvester on October 26, 2011
In part 1 of this series, I presented some assumptions about how the positive discipline process should work. With this new set of assumptions, you'll replace your out-dated, old-school policies of "threats," "warnings," and "ultimatims" that create compliance instead of commitment.
Submitted by Sal Silvester on October 24, 2011
I recently heard a client say, " I have never seen an employee stick around after having been through a performance improvement process."
The challenge in many organizations is that they view discipline the wrong way. The process is filled with warnings, threats, and ultimatums, and as a result good people leave bad managers.
On the other hand, when discipline is done correctly, it can be a process that helps an employee and team be successful.
It's really about building commitment instead of compliance.