Page 107 - Becoming a Successful Manager

98 ESTABLISHING A SOLID DEPARTMENTAL FOUNDATION

Principle 1: Acknowledge Negative Behavior

Any negative behavior that deviates from a person’s normal actions
should be acknowledged.
The objectives of this acknowledgment are to determine the
causes of the deviation and to solve the problem. An acknowledg-
ment of a negative behavior says, in effect, “I sense that something
is not quite right with you, and I’d like to know what it is so we can
correct it and move forward.”
For example, Anna has been a model employee from the time
you hired her. Her disposition is always positive, and her perfor-
mance has always met your highest standards. However, about a
week ago, you noticed a change. She has been short with everyone
in the department, and the quality of her work has declined sub-
stantially. Essentially, she has not been herself lately. How do you
acknowledge what you see?
You might start by pulling Anna aside and telling her that you
have noted a change in her behavior. Inform her that this concerns

you because she has always been a happy and productive worker,
and ask if there is anything she would like to tell you. Make sure
the words you choose and your tone of voice are reassuring and
nonconfrontational. In so doing you would clearly communicate a
caring attitude and a desire to help resolve the problem expressed
nonverbally by the employee.

Principle 2: Acknowledge Positive Behavior

Positive behaviors, particularly those that exceed your normal
expectations, should also be acknowledged.
Acknowledgments of positive behaviors say, in effect, “I value
your work, and I do not take you for granted.” The more specifi c
you make the acknowledgment the more effective it will be.