Post on 15-Jan-2016
PCCYFS 2012 Annual Spring Conference
Discipline without Punishment:
A Strength-based Approach to Holding Employees
Accountable
Presented By:John Amato
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Objectives:
• Develop skills in identifying performance problems.
• Understand the value of a ‘counseling’ approach.
• Learn how to be an effective ‘Performance Coach.’
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Performance Problem?
• Performance problems occur• when someone who has the
to do the job, loses their
to do the job.
skillskillwillwill
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Wanted: Performance ProblemsActivity
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Progressive Discipline
• Works from the premise That the worse you treat Someone, the better they’ll Perform.
• Primary goal is to build a “case.”
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Think of a time you were Punished…
What did you feel?
What did you do?
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Traditional Discipline
Objective Compliance
Focus On Employee
Responsibility Supervisor’s
Time Frame Past
Communication At Employee
Mode Parent to Child
Process Punishment
Climate Authoritarian
Punishment
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Action
Response
Short-Term Outcome
Long-Term Outcome
Undesired Employee Behavior
Consequences of Punishment
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Bottom Line
Punishing a problem employee
leaves you with. .a punished problem
employee!
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Positive Discipline
• Works from the premise that employees are adults who will assume responsibility for their own behavior. They have the capacity to make choices and resolve problems.
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Positive Discipline
• Training that develops self-control, character, or orderliness and efficiency.
• Remember:– You are not a
watchdog but a coach.
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Core concepts of Positive Discipline
• While discipline must be maintained in an organization, the use of punishment tends to be counterproductive and frequently creates more problems than it solves.
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Core concepts of Positive Discipline
• Handling disciplinary problems is one of the most difficult parts of a leader’s job, and it is an area where the organization faces the greatest risks and liabilities if not handled properly.
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Core concepts of Positive Discipline
• The responsibility for solving the performance problem and maintaining appropriate behavior is the employee’s rather than the supervisor.
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Core concepts of Positive Discipline
• By treating employees as adults who have problems to solve instead of children who must be punished for misbehavior, the supervisor is more likely to encourage adult responses and true solutions to problems.
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Punishment Discipline
Objective Compliance Commitment
Focus On Employee On Performance
Responsibility Supervisor’s Employee’s
Time Frame Past Future
Communication At Employee With Employee
Mode Parent to Child Adult to Adult
Process Punishment Problem Solving
Climate Authoritarian Collaborative
Discipline vs. Punishment
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When Does Discipline Begin?• At Hiring!
– Explain the purpose of the program?
– How it fits in to the Mission, Values of the Organization?
– Comprehensively Review Job Description?
– Thoroughly explain relevant policies & procedures?
– Explain the Performance Evaluation process?
– Set up SMART goals for my first 90 days?
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SMART Goals
• Specific
• Measurable / Motivating
• Attainable
• Relevant
• Timebound & Trackable
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‘Smart’ Supervision
• Supervisions should be documented and signed by manager and employee.
• Copy given to employee.• Why??
– Clarifies:•what was discussed•Assignments / Tasks•Who is responsible for what
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Remember:
• You are focusing on the Behavior… not the Person.
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Catch It Early!
• Pull employee aside.
• Provide explanation of Behavior.
• Explain impact it has on program.
• Wait…
• Provide Encouragement.
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Skill or Will?
• Competence is a measure of task relevant knowledge and skills gained through education, on the job training and experience. (Skill)
• Commitment is a measure of motivation and confidence. (Will)– Motivation is the interest an employee
has to the task. It is their enthusiasm and desire to succeed.
– Confidence is the extent to which the employee trusts in their ability to get the task done independently and well.
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Can they do the Job if their life
depended on it?
If “NO” Skill issue.Train them, Show them.
If “YES” Will issue.Coach them, Positive
Discipline
Skill or Will?
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GreatJob!
Praisings• Describe the specific behavior.
• Explain why the behavior is important
• Express appreciation,
• Get the person to recognize their own performance.
• Express confidence.
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One Minute Reprimand
• Give Immediately.
• Be Specific.
• Describe Impact.
• Express Feelings.
• Wait..
• Affirm.
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5 Steps of Positive Discipline
• Focus on specific problem, not some obscure personality trait.
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Vague/Judgmental Vs. Specific/Factual
• Your attendance has been totally unacceptable.
• Desired: – You are expected to report to work, each day
as scheduled.
• However...
• Actual: – You had 2 unexcused absences last week,
and yesterday you were 45 minutes late.
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5 Steps Of Positive Discipline
• Focus on specific problem , not obscure personality trait.
• Gain agreement that the behavior is a problem and that it is the employees responsibility to change.
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Impact And Consequences
• IMPACT is the various ways the performance problem negatively affects your operation, your customers, other members of your team... and YOU. – gives you a better
understanding of the problem. – provides good business reasons
why the problem must be solved.
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Impact:Failing To Turn In Daily Reports • Overall department reports will be
incomplete and inaccurate.• Management may make bad
decisions based on incomplete data.• It causes scheduling problems and
creates more work for others.• Customer orders or services may be
delayed.• Additional management time and
paperwork is required to correct resulting problems.
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Impact And Consequences
• CONSEQUENCES are the negative outcomes the employee may experience if the problem isn’t satisfactorily resolved.
– Don’t mistake these as threats.– Consequences are logical,
predictable outcomes resulting from an employee’s failure to live up to his or her responsibilities.
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Impact And Consequences
• For consequences to be valid and effective, they must be:
– Outcomes that the employee will likely perceive as being undesirable, and
– Actions that you really will take (or recommend) if the problem isn’t fixed.
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Consequences:Failing To Turn In Daily Reports • Damage to your [employee’s]
professional reputation.• Damage to your relationships with
fellow team members,• Limited or no merit increases.• Reduced opportunities,
reassignment, demotion• Closer supervision,• More serious formal disciplinary
action up to and including termination of employment.
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5 Steps of Positive Discipline• Focus on specific problem, not
obscure personality trait. • Gain agreement that the
behavior is a problem and that it is the employees responsibility to change.
• Identify, with the employee, specific strategies that will lead to concrete change in behavior.
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3 Key Questions
• What specifically can you do?
• Will you do that?
• Any Obstacles?
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5 Steps of Positive Discipline
• Focus on specific problem , not obscure personality trait.
• Gain agreement that the behavior is a problem and that it is the employees responsibility to change.
• Identify, with the employee, specific strategies that will lead to concrete change in behavior.
• Catch them doing it right! • Follow up to insure the new
behavior is honored and effective discipline is maintained
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Final Points• Disciplinary documentation occurs
in ‘real time.’• Regular supervision a key to
minimizing ongoing performance issues.
• When unsure ask, don’t assume.• Remember to be Specific &
Concrete, not Vague & Judgmental.• Avoid blamestorming;
– self-examination – “Have I contributed to this performance issue due to my own behavior?”
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Activity
• Getting the Employee to agree that there is a problem.
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Thank You for YourAttention & Participation!
jamato@familylinks.org(412) 924-0118
John
Familylinks Training
Institute
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John Amato