This has been an eventful week in my world of column writing. Yesterday, my newest Profit article titled How to stay focused by managing workflow interruptions was published on ProfitGuide.com, and this morning, my latest piece for The Globe & Mail‘s Leadership Lab hit cyberspace.
is (as you might expect from the title) about “whitewash”, a communication blunder that many managers make where they seek to address a problem behaviour by issuing a broad edict to many, instead of being direct and specific with the particular employee who is the concern. Not only does whitewash not achieve the desired outcome with the problem employee, but perhaps more damaging, it is demoralizing to the high-performers on the team. So how do you NOT whitewash? By having a frank and straightforward conversation with the employee in question. But “How?” you ask. Well, my column gives you the answer by laying out the five key steps to structure your dialogue.
Well now I want to hear from you. What do you think? What have been your experiences with “whitewash”? How have you had that difficult conversation with a problem employee? I’m always interested in other perspectives and viewpoint, including contrary opinions. The primary reason I write these columns is to instigate dialogue; the more we talk about the subjects that make and break us as leaders, the more equipped we are deal with these topics. So please, add your point of view to The Globe‘s website, or if you wish, post your Comment here right on the blog, or send me a tweet (@mergespeaks).
And please help me get the word out and get the message to as many as possible … pass the link along to your staff and colleagues. I’d love their thoughts as well!
I’m looking forward to hearing from you. Here is a direct link to the article in case you need to cut and paste it elsewhere: http://tgam.ca/EKJL