I did not start out giving termination feedback clearly or effectively. And in truth, I was a walking disaster! The lowest point in my leadership experiences is around my first termination, which was NOT based on progressive redirection feedback.
My first firing backfired, even though I followed the established guidelines of the time:
* Do it the last thing Friday afternoon
* Use the sandwich technique
give them the bread (positive statements)…
then the meat (the “it’s not working out” statements) …
then the bread (positive statements)…
In our 4 pm Friday meeting, Chuck was receptive. We agreed it wasn’t working. We agreed he was a great person, but he just didn’t fit the position. He agreed with everything I said. I offered to give him a positive reference so he could find another good job. He was grateful. Whew. Relieved, I went home to a hot bubble bath and relaxed over the week-end.
To my total surprise, Chuck returned to the office Monday morning. During the sandwich technique, he ONLY heard the BREAD: he did NOT hear the MEAT: he had no idea he was fired! (selective perception at its best!)
Frustrated and upset, I fired him again, bluntly, and brutally, saying:
“What are you doing here? I fired you Friday! Leave now and don’t come back.”
He took revenge. He wooed a young woman in Human Resources and learned all about termination – which I hadn’t done. She helped write his grievance against the termination, and he won (as he deserved to). He returned to the office triumphant, and was awarded full back pay.
Over a couple of months, I forced him out. But I was miserable doing it and the office was totally toxic throughout the process.
Thanks, Chuck, for this important lesson early in my career.
I committed to mastering performance appraisal! I researched, drafted, tried, continually revised and finalized a Redirection Feedback model that is specific, supportive and motivating, and grievance and lawsuit proof. (Note: I have had multiple grievances and lawsuits, and my model / it’s documentation has always prevailed.)
REFLECT:
Have you ever been terminated?
How was the experience for you?
There are three levels of Progressive Discipline Leading to Termination
Level 1. Verbal Reprimand (though it is documented in writing) If the situation goes beyond this level, work with Human Resources (HR) to move through the next levels.
Level 2. Written Reprimand which includes consequences if changes aren’t made / standards aren’t met.
Use HR forms which employee signs.
Employee can file a rebuttal.
There may be several meetings at this level to monitor correction of performance or to move to termination, depending on improvement or lack of improvement.
Level 3. Termination according to the consequences identified in Level Two.
There are also conditions for immediate termination in the HR guidelines. Be aware of these.
RULE #1: Document Document Document. Create written records of ALL observations / records of non-performance, and of all discussions and meetings. Voice memos are OK if transcribed when needed.
Here’s my model. It is a real life scenario from a leadership training I created for a children’s hospital.
SITUATION: A receptionist (REC) was ignoring parents who were asking questions.
PLAN the Feedback meeting by asking / answering:
* what is my objective / goal for giving this feedback?
to assure appropriate customer service is being provided in my department
* how / why is important to the organizational goals?
Establishing a positive climate and providing courteous and accurate information is part of the organization’s mission.
Making parents feel valued is part of the desired culture. So this is a top priority.
* what is the performance discrepancy: what is the difference between what is supposed to be done and what is being done?
Parents should feel comfortable asking questions and should be answered quickly and accurately in a polite and friendly manner REC ignores parents who ask questions
* what is the can (ability) and will (motivation) in this issue?
CAN REC perform as required?
Is s/he capable? Does s/he know the answers to the questions? Have you ever observed REC responding to parents and/or answering questions politely, quickly and accurately?
If Yes, then the employee CAN do it.
If No, this is a training or motivation issue.
Perhaps REC is new to the position and may not know the answers. Then it could be a training issue.
If REC has the training, it could be a WILL / motivation issue. such as an overload issue or time issue, or a burnout issue, or…?
With these perceptions / points in place, schedule a meeting with REC at the end of the day or shift.
State the reason for the meeting
“Thank you for coming. I know how busy you are and ……
I’ve asked to meet with you to discuss how you interact with parents – specifically how you answer their questions.”
State the perceived performance discrepancy in terms of organizational mission / vision
“We are committed to making customers feel valued. To do that, we need to acknowledge them and be available for their questions. The last few times I have seen you at your desk, it appears you are not acknowledging parents or answering their questions.”
Encourage full participation in the discussion
Wait for a response. Allow time!!!!
Be open to learning REC’s perception of performance!
If REC agrees, ask what is interfering with the ability to perform as desired.
At this point, I often learn what the organizational barriers to performance are. Priceless! There may be competing demands/ standards. REC ma be responsible for answering the phone within 3 rings AND greeting / responding to parents at the desk within 30 seconds.
Involve the employee in identifying the remedy!
Ask — How can we bring your performance into alignment with the job requirements?
If there are organizational barriers to performance, create a plan to address and correct them. Prioritizing responses may be needed — phone or in person first? Who is asked to wait? For how long? Who can be referred? Training might be necessary. Or getting a buddy /mentor for a short time. Or creating a Q&A sheet that answers the questions. Or reassignment to a less interactive area. Or?
If REC disagrees with your performance assessment, listen to the comments. Let REC know you will be following up by randomly observing performance. Or you may create a parent satisfaction survey. Or…
Document your follow up observations with date/time/performance.
After observing REC at random times,
If REC is performing to standards, schedule another meeting and state that REC is performing. State how pleased you are that there is no performance issue, and the organization’s mission is being fulfilled. If there are no further issues with this, in the next six months, your documentation will be removed from the files so there is no record of non-performance.
If REC is not performing to standards, meet with Human Resources (HR) to move to Level 2: Written Reprimand. Plan future meetings / actions to discuss the consequences of continued non-performance. (Probation, Reassignment, Demotion, Termination?)
IMPORTANT! To assure it is a complete Feedback LOOP, conclude each meeting with the following request:
“Would you please summarize our meeting?”
DO NOT omit this piece. It eliminates dual perceptions / understandings of the discussion, and ensures both participants “heard the same thing”.
For Level 3, Termination, many HR departments attend the meetings. Again, work with HR to fulfill the organizational guidelines.
APPLY:
Identify a performance issue that needs your attention
Plan your Redirection Feedback
Implement Your Plan
Reflect on your effectiveness.
