Page 100 - The Voice of Authority

“The parameters on that project might be expanding
somewhat.” (Headcount? Changing criteria? Adding
objectives?)
“We will consider input from all sources before we
make final decisions.” (What input? What sources?)
“Several contributing factors may change the budget
for next year.” (Lawsuits? Competitors? Product de-
fects?)
“We’ll base your bonuses on enhancing the customer
experience.” (Customer satisfaction scores? Faster
checkout? More appealing décor? Cleaner environ-
ment when customers visit?)

Simply put yourself on the listening end of the project
you’re about to delegate: What comes to mind? If you draw
a blank about your next action, not good. If you visualize
a multiple-choice quiz and all answers seem either correct
or incorrect, not good. The test item is flawed.
No matter the difficulty of your message, say it. If you
want action, state it.

Explore the Facts, Not the Flaws

In a difficult conversation about someone’s job perfor-
mance, focus on facts, not character flaws.
Explore what has happened or is currently happening.
Get the facts right. What should be happening? What’s the
standard or the goal? What action needs to be taken to
bring about change? Who’s going to take that action—you
or the other person? No need to play psychiatrist or mind-
reader, trying to decipher someone’s intentions or analyze
their childhood traumas. No need to discuss their eternal
future—who will or won’t live happily ever after.

88 The Voice of Authority