You’ve likely seen the scenario. An employee loses a key client, misses an important deadline, or make a mistake in the sales forecast. How do you respond? Do you get angry, demote the employee, remove responsibility or take other punitive actions?
Unfortunately, far too many leaders react to disappointment with anger and punishment. Such consequences are really nothing more than a knee-jerk reaction on the part of the leader and a missed opportunity for the leader to shine. In reality, how you handle disappointment speaks volumes about your leadership style and your credibility in your organization.
Unfortunately, far too many leaders react to disappointment with anger and punishment. Such consequences are really nothing more than a knee-jerk reaction on the part of the leader and a missed opportunity for the leader to shine. In reality, how you handle disappointment speaks volumes about your leadership style and your credibility in your organization.
Manage yourself before you confront the employee. Before talking with the employee about the disappointing situation, you first have to manage yourself. In other words, you have to be clear on what your intention is of the conversation. Because you’re in a position of authority, what you say during these moments will have a ripple effect. Of course, this isn’t to say that you aren’t justified in your anger or justified in your disappointment. You most certainly are. However, your expression of those feelings has an impact on how others view you and on what the employee will do in the future. So before initiating the conversation, take some time to step back and get clear about what you want to have happen as a result of the meeting. Are you simply looking to vent your anger? Is the goal on finding a solution to rectify the current circumstances? Or do you really want to help the employee learn and grow from the situation?
Assess your role in the disappointment. As part of managing yourself, take some time to reflect on your role in the disappointment. Before you declare, “I did nothing. It was entirely the other person’s fault,” realize that as a leader, you are ultimately responsible for your team. So ask yourself, “What role did I play?” and “How did I contribute to this disappointment?” Perhaps you didn’t give employees enough training. Maybe you threw them into a situation that they were too green to handle the project. Perhaps you didn’t adequately prepare them for the meeting. Whatever the disappointing outcome was, chances are you had some role in it—even a small one. Acknowledge that prior to your conversation.
Source: Alesia Latson is a speaker, trainer, coach and founder of Latson Leadership Group, a consulting firm specializing in management and leadership development. With more than 20 years of experience, Latson helps organizations and leaders expand their capacity to produce results while enhancing employee engagement.
Assess your role in the disappointment. As part of managing yourself, take some time to reflect on your role in the disappointment. Before you declare, “I did nothing. It was entirely the other person’s fault,” realize that as a leader, you are ultimately responsible for your team. So ask yourself, “What role did I play?” and “How did I contribute to this disappointment?” Perhaps you didn’t give employees enough training. Maybe you threw them into a situation that they were too green to handle the project. Perhaps you didn’t adequately prepare them for the meeting. Whatever the disappointing outcome was, chances are you had some role in it—even a small one. Acknowledge that prior to your conversation.
Source: Alesia Latson is a speaker, trainer, coach and founder of Latson Leadership Group, a consulting firm specializing in management and leadership development. With more than 20 years of experience, Latson helps organizations and leaders expand their capacity to produce results while enhancing employee engagement.
This article was shared from PPAI publications