Page 165 - Becoming a Successful Manager

156 BUILDING ON YOUR FOUNDATION

him make specific improvements that you are seeking in order
processing. Make sure the employee knows how the strength or
skill he has demonstrated relates to what is expected of him in
the future. Then help him understand how to make the neces-
sary changes.

5. Agree on an action plan. Together, develop a plan for changing
unacceptable behaviors to acceptable ones and for continuing
behaviors that are positive. As the two of you develop this plan,
ask probing questions to engage the employee.
This simple technique encourages the employee to take
responsibility for planning the course of action required to
reach his destination. It’s a powerful tactic because people are
more likely to follow through on their own ideas than on what
they are told to do by someone else. To accomplish this, use the
word you when phrasing your questions. For example:
• “What can you do to ?”
• “What ideas do you have for ?”
• “What suggestions do you have to ?”
In contrast, if you impose the solution on the employee, you
might garner his agreement at the moment, but there may be
little or no follow-through, and a prime opportunity will have
been lost. Your goal is to extract a long-term commitment from
your employee to modify his behavior, not just to placate him
temporarily.

6. Follow up. “Agree on when you will meet again and what spe-
cifi c behaviors, actions, and attitudes you will review. When
there is a clear understanding of what’s expected and a clear
plan for achieving it, future measurements and evaluations are
easier and employees will become more productive.