Hold the meeting on neutral ground say a conference

 Hold the meeting on neutral ground --say, a conference
room-- and block out at least an hour for it (but it may
take more than a single meeting, depending on how far
you get in the first encounter).
 Tell the employee about it a day or so in advance, but
emphasize that no materials or preparation are
needed; this will not be a formal appraisal meeting but
a chance to review and revise your working
relationship.
 Start the meeting with an affirmative assertion , a brief “soft-
hard” introduction.
 You affirm the employee’s past and future value to the
organization and express your desire for a mutually
beneficial outcome to the meeting. But you also honestly
describe the current problem as it looks to you and assert
that things cannot and will not continue as they are now.
 Next, engage in leverage questioning , which is an intense and
extended inquiry that tests hypotheses you have formulated in the
course of developing your picture of the situation.
 While one aim of such questioning is to find unknown
and potentially fruitful areas of agreement, they are
also meant to bring differences into the open .
 In fact, one sign of a failed encounter is the
employee managing to get out of the room without
expressing a contrary view.
 Care is needed here. Your goal is to discern in the haze of
discontent the fleeting conversational windows that open
up new views of the situation or offer opportunities to
leverage your employee’s driving passions.
 Finally, reach some agreement on at least part of the problem.

 Bring your problem employee to the point where he or
she can help find a solution--one that plays to the
qualities that motivates this employee.
o How do these strategies differ from those used for Non-
Problem employees?
 A lot to do with focusing on an array of different outcomes
 Expectancy theory will yield differences than nicholson’s
o What are unintended consequences of these strategies?
 Not coming to a resolution and having to fire an employee
 That employee will then take his/her rage and resentment with his
former manager to another employee
 Waste of time and energy for both parties
o Are these strategies worthwhile?
 Yes.
 Whether a problem is solved or simply resolved, the payoffs to be
gained by using this method extend beyond the present situation
and the individuals involved. Besides increasing your chances of
motivating problem individuals, the method can help you motivate
your entire work group.
 Turning around a problem person boosts everyone’s morale.
 The benefits across your organization can themselves justify the
demand of this method. Yes, it can be time-consuming, difficult,
and fraught with risks and setbacks: Although some employees
may respond quickly to your approach, others might require time
to rebuilt positive relationships with you and their work. But at
least they will be heading in the right direction, under their own
steam. And in the end, you ideally will have not only a rehabilitated
employee but also a healthier, more productive organization.