How to be the Bad Guy without Being Bad: Strategies for Getting

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ƐŬƚŚĞŐƌŽƵƉƚŽƚŚŝŶŬŽĨĂƉŽŽƌƉĞƌĨŽƌŵĞƌƚŚĞLJƐƵƉĞƌǀŝƐĞ͘/ĨƚŚĞLJĚŽŶ͛ƚƐƵƉĞƌǀŝƐĞ
one, ask them to think of one that they have worked with or currently work with. Ask them to list the effects that poor performance had/has on them, their colleagues and the organization. Talk about their lists. Point out how negatively poor performance effects the entire organization. How it eats away at morale. How it keeps people from doing their jobs effectively. How it ultimately effects services. Ask them if the poor performance was dealt with effectively? Explain that all the reasons they have listed is why poor performance needs to be addressed. That this is ƚŚĞŝƌũŽďĂŶĚŝĨƚŚĞLJĚŽŶ͛ƚŚĂŶĚůĞŝƚ͕ŝƚǁŝůůĞĨĨĞĐƚĞǀĞƌLJƚŚŝŶŐƚŚĞLJƚƌLJƚŽĚŽ͘ 2
The bottom line: Poor performance will eat away an organization. It will be come ineffective and change will never happen. 3
Their basic responsibility as a manager is to develop their staff. They need to provide the guidance and framework for success. They need to provide the resources so that staff can perform their jobs effectively and efficiently and with a level of enjoyment that is visible to our patrons. We want our patrons to walk away with a good feeling about the interaction they just had. 4
If you do not address performance issues, this is what you end up with. Grumpy, ĚŝƐĞŶŐĂŐĞĚƐƚĂĨĨ͘>ŽǁŵŽƌĂůĞWĞŽƉůĞǁŚŽĚŽŶ͛ƚĐĂƌĞ͘ 5
Personnel problems generally fit into one of three categories: performance, attendance or behavior/conduct. Performance is how a person carries out their job responsibilities. Attendance is self-­‐explanatory. Behavior/Conduct: is how a person interacts with others while on the job. 6
Traditionally, we believe and have experienced punishment as a method of resolving ƉĞƌƐŽŶŶĞůŝƐƐƵĞƐ͘WƵŶŝƐŚŵĞŶƚĚŽĞƐŶ͛ƚǁŽƌŬĞĨĨĞĐƚŝǀĞůLJďĞĐĂƵƐĞƚŚĞƌĞĂƌĞĂŶƵŵďĞƌ
of variable that influence how punishment is applied. Supervisors may not use good or consistent judgment when doling out punishment or when defining what a punishable offense is. So staff can be left feeling uncertain about specific issues or behaviors. The punishment may be doled out inconsistently which leads to confusion. And ƵůƚŝŵĂƚĞůLJĚŝƐĂƐƚĞƌďĞĐĂƵƐĞƐƚĂĨĨǁŝůůďĞŐŝŶƚŽĨĞĞůůŝŬĞ͞ŽŚǁĞůů͕ǁŚĂƚĞǀĞƌ͕ĂůůŵLJďŽƐƐ
ŝƐŐŽŝŶŐƚŽĚŽŝƐyz͘͟ŽƌǁŽƌƐĞ͕ƚŚĞLJǁŝůůĨĞĞůůŝŬĞŝƚĚŽĞƐŶ͛ƚŵĂƚƚĞƌǁŚĂƚƚŚĞLJĚŽ
ďĞĐĂƵƐĞƚŚĞLJ͞ĂůǁĂLJƐŐĞƚƉƵŶŝƐŚĞĚǁŚĞŶƚŚĞLJĚŽyz͕ďƵƚDĂƌLJŶĞǀĞƌŐĞƚƐŝŶ
ƚƌŽƵďůĞ͘͟ No incentive to change the behavior. 7
Instead of punishment, the goal should be to improve and change the performance. To do this, you need to have a performance improvement discussion. Most important: Before you have a performance improvement discussion ʹ KNOW zKhZKZ'E/d/KE͛^WZK^^͊͊͊ Know how your organization handles performance issues. What are the steps? What is the formal process? What types of documentation are required? What types of issues need to be addressed? What paperwork needs to be filled out? Who is required to be there? Every organization is different. This process should be formalized and HR should be able to provide you with it. <ŶŽǁƚŚĂƚƚŚŝƐŝƐĂƐĞƌŝŽƵƐĚŝƐĐƵƐƐŝŽŶƚŚĂƚǁŝůůƌĞƋƵŝƌĞƉůĂŶŶŝŶŐŽŶƚŚĞƐƵƉĞƌǀŝƐŽƌ͛Ɛ
part. It is structured and there will be a specific goal to this discussion. A specific outcome. That is the point of this discussion. Ultimately the goal is to change the performance. 8
Before you sit down to have this discussion, you need to consider the following: What is actually happening versus what needs to/should be happening? (actual versus desired performance) What does this need to change? What impact is this behavior having on staff? Patrons? The organization? /ĚĞŶƚŝĨLJĐŽŶƐĞƋƵĞŶĐĞƐ͗ŝĨƚŚŝƐĚŽĞƐŶ͛ƚŝŵƉƌŽǀĞǁŚĂƚǁŝůůŚĂƉƉĞŶ͍ŚĂŶŐĞŽĨ
responsibilities? Change of office location? Write up? Determine appropriate action plan: how you will proceed: will this be a performance improvement discussion or does this problem warrant skipping the initial discussion and going straight into the disciplinary process? 9
Type of problem: performance, attendance, or behavioral. Specificity is your friend! You must be able to describe what the problem is, what you want to see change and what the person is actually doing. You need to be able to articulate clearly the difference between the actual and desired performance. Ask yourself: what do you want? What am I getting? There is the difference. 10
The bottom line goal of the meeting is to get the employee to agree to change. You want the employee to state what changes they will make in order to resolve the issue. By doing this you avoid the rollercoaster of performance discussions: they ĂŐƌĞĞĚƚŽĚŽy͘tŚĞŶƚŚĞLJĚŽŶ͛ƚĚŽy͕ƚŚĞLJŶĞdžƚĚŝƐĐƵƐƐŝŽŶLJŽƵŚĂǀĞǁŝƚŚƚŚĞŵǁŝůů
not be about X. It will be about them not doing what they agreed to do. This keeps the discussion always focused on what they agreed to do. The focus remains on the PERSONAL RESPONSIBILITY. You want the employee to agree that this is a problem and it needs to change. You do this by explaining why things need to change, the effect the poor performance has on the organization and the consequences of the poor performance. 11
Make a list of the effects of the poor performance on the organization. Bring it with you to the meeting. Having it with you will help you feel more confident in the discussion. IT IS ALWAYS A GOOD IDEA TO SCRIPT THESE DISCUSSION AHEAD OF TIME. Some problems will lead to disciplinary actions, but sometimes smaller consequences ĂƌĞĞŶŽƵŐŚƚŽĐŚĂŶŐĞƐŽŵĞŽŶĞ͛ƐŵŝŶĚ͘,ĂǀŝŶŐĂŶŽĨĨŝĐĞŵŽǀĞĚŽƌĂĐŚĂŶŐĞŝŶ
supervision or schedule is sometimes enough to get someone to change. 12
KŶĐĞLJŽƵ͛ǀĞĨŝŐƵƌĞĚŽƵƚǁŚĂƚƚLJƉĞŽĨƉƌŽďůĞŵŝƚŝƐ͕ƚŚĞĂĐƚƵĂůǀƐ͘ĚĞƐŝƌĞĚ
performance, and the effects of the poor performance, you can decide if this is a disciplinary action or a performance discussion. This is your job as a manager. It sucks and is not fun, but this is your responsibility! 13
When in doubt, ask yourself these questions. 14
KŶĐĞLJŽƵ͛ǀĞĚŽŶĞĂůůƚŚĂƚƉƌĞƉǁŽƌŬ;ZD/Ed,D'/Ed,d^Z/Wd^Z
GOOD), you are ready to sit down with the employee. Who: you and the employee. Find out if anyone else is required to be there. Every organization is different. Does HR need to be in the meeting? Does your boss need to be there? What: Discussing problem X. Where: A private location. Your office, a conference room, etc. When: ASAP. Do your prep work as quickly as possible. You want to have the discussion as close to the incident as possible. Sometimes it is difficult, especially if you need to talk to other people in order to get information, but try to do this as quickly as possible. How Long: Depends on the issue. I like to schedule them 30-­‐60 minutes. You want to have enough time to address the issue fully and give the employee the opportunity to be heard. There needs to be an end time. This helps create a natural close to the ĚŝƐĐƵƐƐŝŽŶĂŶĚŝƚƐĞƚƐďŽƵŶĚĂƌŝĞƐ͘zŽƵĚŽŶ͛ƚǁĂŶƚƚŽĞŶĚƵƉƚĂůŬŝŶŐŝŶĐŝƌĐůĞƐ͘ Why: To address the issue and gain agreement from the employee that something needs to change. To get the employee to state the change they will make and to commit to it. 15
Some people think that making small talk is a good way to put a person at ease. It ŝƐŶ͛ƚ͘/ƚ͛ƐĂƐĂĨĞďĞƚƚŚĂƚĂƐƐŽŽŶĂƐLJŽƵƚĞůůƚŚĞĞŵƉůŽLJĞĞƚŚĂƚLJŽƵ͛ĚůŝŬĞƚŽŵĞĞƚǁŝƚŚ
ƚŚĞŵƚŚĞLJĂƌĞĂůƌĞĂĚLJŶĞƌǀŽƵƐǁŽŶĚĞƌŝŶŐǁŚĂƚŝƚŝƐĂďŽƵƚ͕ǁŚĂƚǁŝůůŚĂƉƉĞŶ͕ĞƚĐ͘/ƚ͛Ɛ
ůŝŬĞŐĞƚƚŝŶŐƐĞŶƚƚŽƚŚĞƉƌŝŶĐŝƉĂů͛ƐŽĨĨŝĐĞ͘ ŽŶ͛ƚ^͕ũƵƐƚŐĞƚƐƚƌĂŝŐŚƚƚŽƚŚĞƉŽŝŶƚ͘ Then go into SPECIFIC details of the issue. Explain what happened. You need to be able to give specific details of what occurred. 15
KŶĐĞLJŽƵ͛ƌĞĨŝŶŝƐŚĞĚůĂLJŝŶŐŝƚŽƵƚ͕ĂƐŬƚŚĞĞŵƉůŽLJĞĞƚŽŐŝǀĞƚŚĞŝƌƐŝĚĞ͘ ACTIVE LISTENING: Nod, body language, look them in the eyes. MAKE SURE THEY KNOW YOU ARE LISTENING AND CARE ABOUT WHAT THEY HAVE TO SAY Gain agreement: review the actual vs. desired performance. Explain why it is a problem. Ask them to agree to change their performance based on the effects it has. džƉůĂŝŶƚŚĞĐŽŶƐĞƋƵĞŶĐĞŽĨƚŚĞŝƌĂĐƚŝŽŶƐ͘džƉůĂŝŶǁŚĂƚĐŽƵůĚŚĂƉƉĞŶŝĨƚŚŝŶŐƐĚŽŶ͛ƚ
change. You want the employee to take responsibility for their performance. Locus of control: some folks feel like everything happens TO THEM. Nothing is their fault or within their control. Other people realize that they have control over their actions and behaviors. You will quickly realize during this discussion which type of person you are dealing with. Regardless, get them to state what they will do to change. Ask them this directly. &ŽůůŽǁƚŚŝƐƵƉŝŶǁƌŝƚŝŶŐ͘/ƚĐĂŶďĞĂŶĞŵĂŝůŽƌ͕ĚĞƉĞŶĚŝŶŐŽŶƚŚĞŝƐƐƵĞĂŶĚLJŽƵƌŽƌŐ͛Ɛ
process, it could be a formal memo. 16
Need to keep the discussion focused on the performance issue, not on the person. dŚŝƐŝƐŶŽƚĂďŽƵƚƐŽŵĞŽŶĞ͛ƐƉĞƌƐŽŶĂůŝƚLJ͘dŚŝƐŝƐŶŽƚĂƐƚĂƚĞŵĞŶƚĂďŽƵƚǁŚŽƚŚĞLJĂƌĞ
or the kind of person they are. It is about the work they do for the 8 hours they are in the workplace. Nothing more, nothing less. HOWEVER: if it is a behavior issue, it may become about personality. These types of issues need to be addressed differently and much more carefully. Keep the focus on the one behavior that is unacceptable. Use the same strategy, but focus on the single behavior. Do not make the behavior the HUMAN BEING. Use worksheet: Performance, Not Personality to discuss the difference between performance traits vs. personality traits. And how you need to remain unbiased. This should take about 15 minutes. 17
Solving the three different types of personnel problems: Performance problems generally arise from either lack of knowledge or lack of execution. Knowledge can be cured by providing training. džĞĐƵƚŝŽŶŝƐĚŝĨĨĞƌĞŶƚ͘DĂLJďĞƚŚĞƉĞƌƐŽŶĚŽĞƐŶ͛ƚŬŶŽǁǁŚĂƚŝƐĞdžƉĞĐƚĞĚ͍DĂLJďĞ
there is an obstacle keeping them from effectively doing their job? You find these things out by providing and getting feedback. The feedback needs to be regular, accurate and timely. If things are addressed and no change, then there are consequences. The performance discussion cycle will begin! 18
Attendance issues: tĞĚŽŶ͛ƚĐĂƌĞǁŚLJLJŽƵĂƌĞĂďƐĞŶƚ͘tĞĐĂƌĞĂďŽƵƚƚŚĞĞĨĨĞĐƚŝƚŚĂƐŽŶƚŚĞ
organization when you are not here. There is no such thing as excessive absence. That implies that there is an acceptable ĂŵŽƵŶƚŽĨĂďƐĞŶĐĞƐ͘dŚĞĐŽƌƌĞĐƚƚĞƌŵŝŶŽůŽŐLJƚŽƵƐĞŝƐ͞ĨĂŝůƵƌĞƚŽŚĂǀĞƌĞŐƵůĂƌ
ĂƚƚĞŶĚĂŶĐĞ͘͟ dŚŝƐŶĞĞĚƐƚŽďĞĂĚĚƌĞƐƐĞĚĂƐĂŶŝŶĚŝǀŝĚƵĂů͛ƐƉĞƌƐŽŶĂůƌĞƐƉŽŶƐŝďŝůŝƚLJ͘tĞĐĂŶŶŽƚ
provide wake up calls. They need to change whatever needs changing in order to show up for work. Showing up is a condition of employment. SO IS BEING ON TIME. REITERATE THIS FACT. Attendance problems are addressed like a performance issue: Identify the problem. Identify the consequences, Gain agreement from the employee. Ask what they will do to change. džƉůĂŝŶǁŚĂƚǁŝůůŚĂƉƉĞŶŝĨŝƚĚŽĞƐŶ͛ƚ͘tŚĂƚĨƵƌƚŚĞƌĂĐƚŝŽŶǁŝůůƚĂŬĞƉůĂĐĞ͍ 19
Behavioral/Conduct problems: dŚĞƌĞĂƌĞƚŚƌĞĞǁĂLJƐƚŽĨƵŶĚĂŵĞŶƚĂůůLJĐŚĂŶŐĞĂƉĞƌƐŽŶ͛ƐĂƚƚŝƚƵĚĞ͗ƉƐLJĐŚŽƚŚĞƌĂƉLJ͕
religious conversion, lobotomy. Since we are not qualified to do any of those things, nor do we want to, we need to address the specific behavior. Explain why the behavior is a problem. ͞:ŽŚŶ͕ǁŚĞŶLJŽƵƚĂůŬƚŽ^ĂůůLJůŝŬĞƚŚĂƚ͕ƐŚĞĨĞĞůƐƚŚĂƚLJŽƵĂƌĞLJĞůůŝŶŐĂƚŚĞƌĂŶĚŝƚŝƐ
ĚŝƐƌĞƐƉĞĐƚĨƵů͘͟ ͞tŚĞŶLJŽƵƚŚƌŽǁƚŚĞŬƐŝŶƚŚĞŬďŝŶ͕ŝƚĐŽŵĞƐŽĨĨĂƐƌƵĚĞ͕ůŽƵĚ͕ĂŶĚǀŝŽůĞŶƚ͘͟ I know this is probably not what you INTENDED, but it is how you are PERCEIVED! 20
Sometimes it is hard for people to admit there is a problem. Instead they use strategies to deflect responsibility. The Yeahbut Game: DĂŶĂŐĞƌ͗͞^ĂůůLJLJŽƵ͛ǀĞŐŽƚƚŽŐĞƚŚĞƌĞŽŶƚŝŵĞĞǀĞƌLJŵŽƌŶŝŶŐ͘͟ ^ĂůůLJ͗͞zĞĂŚďƵƚ͕/ŚĂǀĞƚǁŽŬŝĚƐĂŶĚ/ŚĂǀĞƚŽŐĞƚƚŚĞŵƌĞĂĚLJĨŽƌƐĐŚŽŽůĞǀĞƌLJ
ŵŽƌŶŝŶŐĂŶĚƚŚĞŶĚƌŽƉƚŚĞŵŽĨĨ͕ĞƚĐ͘͟ Manager: Well, that sounds like a lot going on, and I agree it can be an overwhelming ƉƌŽďůĞŵ͘^ŽǁŚĂƚĂƌĞLJŽƵŐŽŝŶŐƚŽĚŽƚŽŵĂŬĞƐƵƌĞLJŽƵĂƌĞŚĞƌĞŽŶƚŝŵĞ͍͟ ^ĂůůLJ͗͞hŵ͕ǁĞůů͕/ĚŽŶ͛ƚŬŶŽǁ͘͟ DĂŶĂŐĞƌ͗͞/ƚŚŝŶŬLJŽƵƐŚŽƵůĚƚŚŝŶŬĂďŽƵƚƚŚŝƐĂŶĚĐŽŵĞďĂĐŬƚŽŵĞǁŝƚŚLJŽƵƌƉůĂŶƚŽ
ĂĚĚƌĞƐƐƚŚŝƐůĂƚĞŶĞƐƐŝƐƐƵĞ͘͟ CUT IT OFF BEFORE IT GOES ON FOREVER. People will have a million reasons why ƚŚĞLJĐĂŶ͛ƚĚŽƐŽŵĞƚŚŝŶŐ͘zŽƵŶĞĞĚƚŽŐĞƚƚŚĞŵƚŽĐŽŵŵŝƚƚŽĂŶĂĐƚŝŽŶ͘dŚĂƚǁĂLJ
when it happens again the discussion is not about her being late, it is about her failure to live up to what she agreed to do. Silence Game: DĂŶĂŐĞƌ͗͞^ŽŵLJĐŽŶĐĞƌŶŝƐ͕:ŽĞ͕ƚŚĂƚŝŶƚŚĞĨƵƚƵƌĞLJŽƵǁŽŶ͛ƚůĞĂǀĞƚŚĞĐŝƌĐĚĞƐŬĨŽƌ
ϮϬŵŝŶƵƚĞƐĚƵƌŝŶŐLJŽƵƌƐŚŝĨƚǁŝƚŚŽƵƚƚĞůůŝŶŐƐŽŵĞŽŶĞǁŚĞƌĞLJŽƵĂƌĞŐŽŝŶŐ͘͟ Joe: Silence DĂŶĂŐĞƌ͗͞/ƐƚŚĞƌĞĂƉƌŽďůĞŵ͕:ŽĞ͍/ŶĞĞĚLJŽƵƚŽĂŐƌĞĞƚŚĂƚLJŽƵǁŽŶ͛ƚĚŽƚŚŝƐ͘͟ 21
Joe: Silence DĂŶĂŐĞƌ͗͞/ĂŵĂƐŬŝŶŐLJŽƵƚŽĚŝƐĐƵƐƐƚŚŝƐǁŝƚŚŵĞ͘zŽƵƌƌĞĨƵƐĂůƚŽĚŝƐĐƵƐƐƚŚŝƐĐĂŶďĞ
ƉĞƌĐĞŝǀĞĚĂƐŝŶƐƵďŽƌĚŝŶĂƚŝŽŶ͘WůĞĂƐĞ͕ĚŝƐĐƵƐƐǁŝƚŚŵĞŚŽǁLJŽƵǁŝůůĂĚĚƌĞƐƐƚŚŝƐ͘͟ Joe: Silence DĂŶĂŐĞƌ͗͞KŬĂLJ͕ĂƚƚŚŝƐƉŽŝŶƚ/ĂŵŐŽŝŶŐƚŽĞŶĚƚŚŝƐŵĞĞƚŝŶŐ͘zŽƵŚĂǀĞďĞĞŶŐŝǀĞŶ
the opportunity to discuss this issue with me and your silence is being interpreted as refusal. I will discuss this meeting with HR and will be in touch with you ASAP as to ǁŚĂƚƚŚĞŶĞdžƚƐƚĞƉƐŵĂLJďĞ͘͟ Refusal to discuss an issue may be interpreted as insubordination. This may lead to disciplinary action. The employee needs to understand that they need to discuss the issue. /͛ůůdƌLJ'ĂŵĞ͗ Manager asks a staff member to change a behavior or performance and the ĞŵƉůŽLJĞĞƌĞƐƉŽŶĚƐǁŝƚŚ͕͞/͛ůůƚƌLJ͘͟ Invoke Yoda: THERE IS NO TRY, ONLY DO! Trying is not good enough. You have been trying. You need to tell me what you are committing to change in order to solve this issue, Irrelevancy Game: DĂŶĂŐĞƌ͗͞ŝůů͕ǁĞŶĞĞĚƚŽƚĂůŬĂďŽƵƚLJŽƵƌĂƚƚĞŶĚĂŶĐĞ͕ƉĂƌƚŝĐƵůĂƌůLJŚŽǁLJŽƵŚĂǀĞ
ďĞĞŶůĂƚĞƚŚĞƉĂƐƚƚŚƌĞĞĚĂLJƐ͘͟ ŝůů͗͞tĞůů͕^ĂůůLJŚĂƐďĞĞŶůĂƚĞĞǀĞƌLJĚĂLJƚŚŝƐǁĞĞŬĂŶĚŚƌŝƐŝƐůĂƚĞĂůůƚŚĞƚŝŵĞ͕ĞƚĐ͘͟ DĂŶĂŐĞƌ͗͞/ĂƉƉƌĞĐŝĂƚĞLJŽƵďƌŝŶŐŝŶŐƚŚĂƚƚŽŵLJĂƚƚĞŶƚŝŽŶ͕ďƵƚ/ǁĂŶƚƚŽƚĂůŬĂďŽƵƚ
LJŽƵĂŶĚLJŽƵƌƉĞƌĨŽƌŵĂŶĐĞ͘>Ğƚ͛ƐƐƚĂLJŽŶƚŽƉŝĐ͘͟ DISMISS AND REDIRECT. You are not here to discuss anyone else but this person. Nothing else is relevant. Cut it off immediately. 21
^ŽŵĞƚŝŵĞƐĂůůƚŚĞĚŝƐĐƵƐƐŝŽŶƐĂŶĚǁĂƌŶŝŶŐƐĂŶĚĐŽŶƐĞƋƵĞŶĐĞƐĚŽŶ͛ƚŚĞůƉĂŶ
employee change their performance. No amount of coaching, guidance, goal setting, time, and effort can help. Sometimes the best thing for everyone and the organization is to fire someone. /ƚ͛ƐŽŬĂLJ͘ It sucks and is not fun and no one enjoys it. Ƶƚ͕ŝƚ͛ƐŽŬĂLJ͘^ŽŵĞƚŝŵĞƐŝƚŚĂƐƚŽŚĂƉƉĞŶ͘zŽƵƌƌĞƐƉŽŶƐŝďŝůŝƚLJŝƐƚŽĚŽǁŚĂƚŝƐďĞƐƚ
for the organization. If you are spending 80% of your time dealing with one individual, how are you accomplishing your work? It is never okay to keep a problem employee just to have a warm body. You are ŐĞƚƚŝŶŐŵŝŶŝŵĂůǁŽƌŬŽƵƚŽĨƚŚĞŵĂůƌĞĂĚLJ͕ǁŚĂƚĚŽĞƐŝƚƚƌƵůLJŵĂƚƚĞƌŝĨLJŽƵĐĂŶ͛ƚ
replace them? Go back to the lists you created at the beginning of this section? Is it worth keeping this person around? DŽƐƚŝŵƉŽƌƚĂŶƚ͗<EKtzKhZKZ'E/d/KE͛^WZK^^͊͊͊͊͊͊ Have all of your documentation in order. Make sure everything that is required is done prior to the meeting. 22
Write a script for the face to face meeting. Try to anticipate the questions or reactions the employee with have. Have a process for how to deal with the procedures that need to happen when fire someone. Most places have a separation process. HR usually handles it. Who to turn in keys to? IDs? Account access, etc. If you are in doubt of your decision, it always helps to run it by someone else. 22
Conducting the dismissal meeting: Keep it brief and to the point. ůůŽǁƚŚĞĞŵƉůŽLJĞĞƚŽƌĞƐƉŽŶĚ͘^ŽŵĞƚŝŵĞƐƉĞŽƉůĞĂƌĞƐŚŽĐŬĞĚĂŶĚĚŽŶ͛ƚŚĞĂƌŽƌ
ĚŽŶ͛ƚǁĂŶƚƚŽďĞůŝĞǀĞǁŚĂƚŝƐďĞŝŶŐƐĂŝĚ͘zŽƵŵĂLJŚĂǀĞƚŽƌĞƉĞĂƚLJŽƵƌƐĞůĨ͘ Address questions they may have: paycheck, gathering their belongings, last day, timesheet, etc. AVOID MISDIRECTED COMPASSION! Yes, this stinks and is painful. But just think of everything you put up with for the past 6 months, year, 2 years. This needs to end. This is the right decision for everyone involved. You can now open the floor for comments/discussion about dismissal. 23
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