The One Minute Manager recommends that your reprimands be personal, stating how the coworker makes you feel when they fail to perform adequately. I think that this can seem confrontational. So when I have an issue with a particular behavior, I bring it up in shift meeting as a disembodied action... unattached to the person who performed it. This allows me to address the issue, rather than the person. I feel this empowers people. It makes them recognize they are part of a team, and the behavior is universally expected rather than singling them out as a bad seed.
It's interesting for me to see your side of this. I have been in situations where the manager used this same technique. It did not have the effect you are expecting.
I've seen it not work because the person that performed the action did not recognize themselves as the example and therefore did not change the action. It appeared weak to the rest of us, like the manager wanted to avoid one on one conversation with this person.
I have also been the example before. When I hear for the first time that something I am doing is wrong in a group setting it make me feel insecure and defensive. I would much rather my manager tell me immediately what the expectation is when the action is observed, not in front of everyone days/hours later.
You can make something less confrontational by depersonalizing it. I think a manager should never say how they feel about something. So instead of "It makes me angry/disappointed/frustrated when you are late"...say instead factual info like "When you are late it effects everyone you work with because they have to pick up you slack or stay later than their shift" or whatever. They can argue with feelings but not with facts.
People are different and respond in different ways so I don't one style really applies across the board. I do know this. I am glad I'm not the boss. You are a saint :)
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timeasmymeasure
another point of view
Date: 2007-10-11 05:20 pm (UTC)It's interesting for me to see your side of this. I have been in situations where the manager used this same technique. It did not have the effect you are expecting.
I've seen it not work because the person that performed the action did not recognize themselves as the example and therefore did not change the action. It appeared weak to the rest of us, like the manager wanted to avoid one on one conversation with this person.
I have also been the example before. When I hear for the first time that something I am doing is wrong in a group setting it make me feel insecure and defensive. I would much rather my manager tell me immediately what the expectation is when the action is observed, not in front of everyone days/hours later.
You can make something less confrontational by depersonalizing it. I think a manager should never say how they feel about something. So instead of "It makes me angry/disappointed/frustrated when you are late"...say instead factual info like "When you are late it effects everyone you work with because they have to pick up you slack or stay later than their shift" or whatever. They can argue with feelings but not with facts.
People are different and respond in different ways so I don't one style really applies across the board. I do know this. I am glad I'm not the boss. You are a saint :)