It's Hard To Discipline Adults
Discipline, for most managers, probably drops to the bottom of the list of things they like about doing their jobs. Why is that? I believe that, in general, most people really do not enjoy conflict. They view discipline as a withdrawal from the "Emotional Bank Account" with their people. However, at times, it's one of the most important things a manager can do to help his company.
Discipline, for most managers, probably drops to the bottom of the list of things they like about doing their jobs. Why is that? I believe that, in general, most people really do not enjoy conflict. They view discipline as a withdrawal from the "Emotional Bank Account" with their people. However, at times, it's one of the most important things a manager can do to help his company.
Discipline = To Teach
Perhaps, what might help, is reframing your paradigm a little regarding discipline. When most people think of the word "discipline" they immediate think of punishment. However, consider that the root of the word "discipline" is disciplina (in Latin), and it means, "a body of knowledge." The verb, "to discipline" in Latin is exerceo, exercere, which means, in the sense of 'to exercise, to train, to teach.' This is where we get the word, "disciple" which means "a teacher." Instead of looking upon "discipline" as punishment, reframe your mind that "discipline" means to teach and correct.
Perhaps, what might help, is reframing your paradigm a little regarding discipline. When most people think of the word "discipline" they immediate think of punishment. However, consider that the root of the word "discipline" is disciplina (in Latin), and it means, "a body of knowledge." The verb, "to discipline" in Latin is exerceo, exercere, which means, in the sense of 'to exercise, to train, to teach.' This is where we get the word, "disciple" which means "a teacher." Instead of looking upon "discipline" as punishment, reframe your mind that "discipline" means to teach and correct.
With a teaching-perspective, managers should recognize how important "teaching" is to the process of an employee learning. Learning what he did correctly (through recognition) and learning what he should do differently (through correction).
"Rumble Strip"
To use a metaphor, let's consider when we're driving our cars, we stay between the two white lines on the sides of the road. These are called "guidelines." Guidelines are there in order to communicate expectations. The guidelines tell drivers to maintain their vehicles between the two lines in order to (hopefully) get to their destination safely.
To use a metaphor, let's consider when we're driving our cars, we stay between the two white lines on the sides of the road. These are called "guidelines." Guidelines are there in order to communicate expectations. The guidelines tell drivers to maintain their vehicles between the two lines in order to (hopefully) get to their destination safely.
If a driver crosses the white lines, then invariably he runs over "rumble strip" which is meant to communicate to him that he's driving over the edge and is meant to alert him to get back between the guidelines. Every driver, at some point, probably has experienced this, and in a way, appreciates the rumble strip because it warned him that he was too close to the edge and may have driven off the shoulder into a ditch (or worse).
Discipline is like the rumble strip. It's a "course correction" that informs the employee that he needs to get back between the two lines. It communicates that his performance or behavior is nearing the edge, and in order for him to remain in-tact, he needs to get himself back on the road and stay between the lines.
"Houston, We Have a Problem"
And if he continues to veer off the road, the rumble strip will consistently remind him of his course correction. Still continuing off the road, one of two things will happen: either he drives into the ditch (equivalent to getting fired) or he's stopped by the cop that tailed behind him thinking he was a drunk driver (also equivalent to getting fired). Either way, there's a clear message being sent, and a clear and consistent consequence to continued bad performance/behavior.
And if he continues to veer off the road, the rumble strip will consistently remind him of his course correction. Still continuing off the road, one of two things will happen: either he drives into the ditch (equivalent to getting fired) or he's stopped by the cop that tailed behind him thinking he was a drunk driver (also equivalent to getting fired). Either way, there's a clear message being sent, and a clear and consistent consequence to continued bad performance/behavior.
You're Teacher and Enforcer
As a manager, you are both the teacher (the guidelines), and you are the communicator of correction (rumble strip). Your role is extremely important. Your employees need to know the expectations of good performance (safe driving); and your employees need to know the consequences of bad performance (driving off the edge). You have to be consistent with both messages.
As a manager, you are both the teacher (the guidelines), and you are the communicator of correction (rumble strip). Your role is extremely important. Your employees need to know the expectations of good performance (safe driving); and your employees need to know the consequences of bad performance (driving off the edge). You have to be consistent with both messages.
Some thoughts on how to do this well:
1. Have (and consistently enforce) a progressive discipline policy ("road guidelines"). Be fair and consistent when you apply this policy. Avoid skipping steps of progression, unless the conduct was blatantly egregious or dangerous.
2. Always discipline in private. Private correction is always more effective. The recipient is less defensive and not embarrassed in front of his peers. As I've said in my previous blog, "The secret to the many is how you handle the one that tests you the most." If you discipline publicly, those who witness this will only assume that if roles were reversed, that you'd do the same to them. You lose trust. You lose credibility with your people. They will not follow you, and may even demonstrate civil disobedience when you're not watching. To build trust, you always praise in public, and discipline in private.
2. Always discipline in private. Private correction is always more effective. The recipient is less defensive and not embarrassed in front of his peers. As I've said in my previous blog, "The secret to the many is how you handle the one that tests you the most." If you discipline publicly, those who witness this will only assume that if roles were reversed, that you'd do the same to them. You lose trust. You lose credibility with your people. They will not follow you, and may even demonstrate civil disobedience when you're not watching. To build trust, you always praise in public, and discipline in private.
3. Use a standard disciplinary action form (using a form communicates significance of the message).
4. Review the document with the employee, and allow the employee to explain the conduct. Giving him an opportunity to explain will lessen the emotion and anger, and will in fact, give him a chance to emotionally exhale a bit, so he's able to diffuse his hurt feelings. Don't restrict him from talking. No one learns well when he isn't given a chance to ask questions or clarify understanding. Let him speak his peace. It may not change the decision, but he will feel as though he was heard (and that means a lot!)
5. After the discussion ask him to sign the document. If he refuses to sign, explain that his signature does not admit he agrees or disagrees, but simply acknowledges that you had this conversation together. If he still refuses to sign, that's ok. Just bring in another manager/supervisor as a witness, write "Employee Refused to Sign" on his signature line, and have the "witness" sign on the bottom.
Other considerations with regard to discipline:
Deal with the situation immediately
Take action immediately so that the employee doesn't continue on the "rumble strip." Then, get in the habit of documenting significant events there and then, while the situation is still fresh. The courts consider if it wasn't written down, then it never happened. You stand no chance of defending a lawsuit without written documentation.
Take action immediately so that the employee doesn't continue on the "rumble strip." Then, get in the habit of documenting significant events there and then, while the situation is still fresh. The courts consider if it wasn't written down, then it never happened. You stand no chance of defending a lawsuit without written documentation.
Avoid repeating steps of progressive discipline.
Prosecuting lawyers love to see where the defendant (The Company) has given numerous repeated warnings. The more repeated warnings, the less "meaningful" the message. It also sets the stage for potential inconsistency and thus for claims of favoritism or discriminatory treatment.
Prosecuting lawyers love to see where the defendant (The Company) has given numerous repeated warnings. The more repeated warnings, the less "meaningful" the message. It also sets the stage for potential inconsistency and thus for claims of favoritism or discriminatory treatment.
Avoid skipping steps of progressive discipline
Unless the situation was due to gross negligence or gross misconduct such as extreme safety issues or extreme misconduct (fighting, threatening, insubordination, etc.) Be consistent and document when you experience situations where you DO decide to skip steps of progression.
Unless the situation was due to gross negligence or gross misconduct such as extreme safety issues or extreme misconduct (fighting, threatening, insubordination, etc.) Be consistent and document when you experience situations where you DO decide to skip steps of progression.
Manage Performance and No One is Surprised
You decrease chances of lawsuits if you "manage performance" (on paper) with an employee. Why? Because, in cases where performance was managed, they're not surprised if you have to let them go, because they've been fairly warned. A good rule of thumb is that employees should never be "caught by surprise" that the company is terminating their employment (except, perhaps with a reduction in force or layoff).
You decrease chances of lawsuits if you "manage performance" (on paper) with an employee. Why? Because, in cases where performance was managed, they're not surprised if you have to let them go, because they've been fairly warned. A good rule of thumb is that employees should never be "caught by surprise" that the company is terminating their employment (except, perhaps with a reduction in force or layoff).
I'm not suggesting that handling employee discipline is easy. However, by handling it as a teaching opportunity, you will lessen the stress, and probably increase the effectiveness of your message.
Kathleen Lapekas - PHR
Action HR Consulting
For Personal Attention to Personnel Matters...
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