|FUTURE||as well as||PAST|
|DEVELOPMENTAL||rather than only||JUDGEMENTAL|
|THEORY Y||rather than||THEORY X|
|Theory X||Theory Y|
- Clarify purpose
- Establish rapport
- Give positive feedback early
- Understand past before planning future
- Recap key points
- Summarise and agree understanding
- Room layout
- Body language
- Do your preparation
- Avoid interruptions and disttractions
- Allow time to relax
- Maintain eye contact
- Ask one question at a time - make it easy on both of you
- Be prepared to sit out silences
- Beware of filtering out bad news
- Take appropriate notes
Questions to avoid
|CLOSED (except to clarify facts)||"Is everything OK then?"
Beware the closed question trap - they only provide yes/no answers
|LEADING||"I enjoyed that project - I presume you did too?"
Gives the employee the answer you want - don't waste your time asking it!
|MULTIPLE||"Did you achieve that task on time or were the
resources not available and what about total costs?"
Where do I start? These questions only serve to confuse.
The questioning funnel
- A motivational tool
- More powerful when specific - examples give credibility
- Give some praise early
- Sincerity is important
- Don't underestimate the contribution of longer serving staff
Catch them doing something right
Dealing with substandard performance
- Find simple factual reasons
eg: Disorganised? Not trained? Wrong priorities? Inexperience?
- Tackle it in terms of control rather than blame
Improving performance and solving problems
"How do we solve it?" NOT "Whose fault is it?"
Source: Simon Parker, CPCR.