Granted, there will be times when a leader has to correct someone he or she doesn’t know well. While this isn’t ideal, it should alter the way the conversation takes place and who is in the room at the time. I have, for example, invited someone else the person trusts on the team into the room with us.
Respect for the person – Never condemn the person. As soon as correction becomes more personal than practical, the one being corrected becomes defensive and the leader loses the value of the correction. Focus attention on the actions being corrected and not the person. Even if the correction involves a character issue, if you intend to retain the person, you will accomplish more if he or she knows they have your respect. If you can’t respect the person’s character you have a completely different issue – and probably need a different blog post.
Be clear about the offense – Make sure the action being correction is clear and the person knows what they did wrong. Don’t wait until the problem is too large to restore the person to the team. Even though protecting the relationship is important, the person doesn’t need to leave still clueless there is a problem or what the actual problem is you think needs correcting.
Embrace a development opportunity – In addition to telling the person what he or she did wrong, help them learn from their mistakes. Spend time discussing how the person can improve in the area of performance being corrected. Get them additional help or training if needed.
Restore them to a place of trust – Make sure the person being corrected knows you still believe in their abilities and you have faith they can do the job for which they are responsible. Correction is never easy to accept, but the goal should be to improve things following the corrective period. People will lose heart for their work if they do not think their work is still valued. Trust may take some time and you will need to see improvement, but if you can never fully trust the person – again – you have harder decisions to make than correcting them. And, there’s another blog post needed.
Build health into the DNA – Correction can be a valuable time for the team member and organization if used appropriately. It should be a learning time for the leader and the person being corrected. Use this as a time to remind the team member of the culture, vision, goals and objectives of the organization, as necessary to improve the team member’s performance. The leader may need to consider how he or she (the leader) needs to improve to help the team member and the team improve.
Make hard decisions when needed – Some people simply aren’t a fit for the team. The problem could be them or the team. Making the call to replace a team member is hard, but sometimes necessary to continue the progress of the organization. The sooner this call is made the better it will be for everyone. (If it reaches this point, the leader should spend time evaluating what went wrong with the relationship – was it the person, the organization, or the leader?)
Many leaders avoid correction of any kind. Either they don’t like conflict or they simply don’t want to lose favor with the team member. But, correction can be valuable for the team and its members if used correctly.
(And, it really is a Biblical principe. See Hebrews 12:11)
This article was written by Ron Edmondson and originally appeared at his blog. Find it here.