Presentation on theme: "Turnaround Interview® Turn off your people problems, not your people."— Presentation transcript:
Turnaround Interview® Turn off your people problems, not your people
They’re really great people but… They’re always late They’re wearing sweatpants and flip-flops They forget their safety glasses They don’t complete the paperwork They’re on Facebook all morning… They’re really great people but… They’re always late They’re wearing sweatpants and flip-flops They forget their safety glasses They don’t complete the paperwork They’re on Facebook all morning… We all face the problem
Would they have told you in the job interview about what they’re doing now? Would they have told you in the job interview about what they’re doing now? Some folks change the deal on you… I’m going to stop at Timmie’s and cruise in around 10, okay?
Avoiding Corrective Action: Broken Windows Theory
A controlled, focused, adult to adult conversation that produces commitments people want to keep. Turnaround Interview® is a habit- breaking tool…
…So you can avoid discipline Routine, “bad habit” offenses Serious offenses Disciplinary action or dismissal Fixes most small problems For big problems or small ones that don’t respond
We learn defensive tactics as kids We perfect them as teens And we use them at work We learn defensive tactics as kids We perfect them as teens And we use them at work People are predictable
Trivialize it! [and attack] It’s only 10:30. And none of the other Moms hassle their kids!
Say you can’t help it! Mom, Dad? Hi, it’s me. First thing…this is so totally not my fault. I like just couldn’t help it…
Say you’ll try real hard and escape! I’ll REALLY sorry and I’ll really try. Are we done?
Grown-ups use the same tactics Late??? When was I late. I can’t afford a new car… It’s just a few minutes… I’ll try to be on time.
The steps of the Turnaround Interview® Key QuestionDefenseAim Step 1 I think we agree that this has happened X times in Y weeks. Right? Denying the behaviour Agreement to a pattern of incidents – to change something one must first agree that it is being done Step 2 Do you agree this shouldn’t go on forever? Trivializing / attacking your right Agreement to the need to change – rejecting the consequences of not changing Step 3What could you do to eliminate / control this behaviour? Denying control over the behaviour. Problem Solving – A menu of constructive steps Step 4What does it make sense to do now? Vague promise / easy out A measurable commitment - The employee must promise to do something you can measure by a certain time. Close You made a promise here today. It takes courage to change a habit. You word is good with me. I respect your commitment. I’m counting on you. Emotional attachment to the solution – personal pride is the only sustainable motivator.
Reminder: When to do a TI® Minor issue –It doesn’t require discipline Pattern is forming –NOT a single incident. Deal with isolated minor incidents by informal coaching. You have made notes of previous coaching –A TI® needs several concrete examples of the behaviour. They shouldn’t be a surprise
Controlling the conversation Setting Body language Voice Getting under way
You’re probably wondering why we’re here, so l’ll get to the point You probably don’t realize how often we’ve talked about this, but take a look at this… I’ve noticed that you’re starting to struggle with...
Step 1 Can we agree that this has happened X times in Y days / weeks?
Use document to break negative body language Question without asking questions Lock in Use document to break negative body language Question without asking questions Lock in Step 1: It’s happening a lot
Step 1 defensive reactions But I had an excuse! I recall this one but not the others! Whatever – if you say so… [Sniffle]
Step 2 Can we agree that it shouldn’t go on forever?
Step 2 defensive reactions What about everyone else? I’ll just work late then… It’s only a few minutes… What about the big stuff going on?
Step 3 What could you do to [do the right thing]?
Don’t take the job away from the employee Ask “what else?” Prepare for defences Don’t take the job away from the employee Ask “what else?” Prepare for defences Step 3: Inviting the employee to take control
Step 3 defensive reactions That’s just the way I am… Maybe you could drive me to work… I don’t know... Why are you harassing me?
MORE Step 3 defensive reactions I live 80 km away and have an old car Can I go think about this? What do you want me to do? You’re so right. You care so much
“I’ll try” or “I’ll just fix it” are not acceptable answers. Also, you need agreement to a reasonable measure. “I’ll try” or “I’ll just fix it” are not acceptable answers. Also, you need agreement to a reasonable measure. Avoiding the dodge…
Stress to the employee the commitment that has just been made. Use sincere words that create a powerful emotional reaction and attach to the person’s sense of character: –“I’m really impressed by what you’ve done here. You made a real promise to me. It takes courage to commit to change a habit and to keep your word. I respect that. I’m counting on you.”
Special strategies for attendance What do you expect? I’m not a doctor. I can’t help missing time.
Locus of Control Internal locus I control my own future and shape my own world. External locus The world won’t let me do what I want.
Guiding the employee to take control Does your doctor know how much time you’re missing? What would she do if you showed her this summary? Would it make sense to find out? When could you make an appointment? What about doing it now? What will you ask? –That’s a great question! Why don’t we write it down so we don’t forget.
Another attendance strategy Ask the employee: –Look at the number of days you have missed... –Was there a medical NEED to be off on every one of those days? –Is there anything you COULD do to reduce the number of days missed?
Appeal to the sense of personal integrity Change the internal dialogue Appeal to the sense of personal integrity Change the internal dialogue The power of commitment Questions… 1-800-310-8168 email@example.com