Everyone makes mistakes. As Theodore Roosevelt also said: "The only man who makes no mistakes is the man who never does anything.”
To solve any mistakes costs time, energy, manpower and money. Or a combination of these.
However, the way we inform the employee about the damage also has its own etiquette. If we as leaders improve the way we handle this, we can save our resources and furthermore imply several benefits such as trust, team cohesion and atmosphere.
1. THE PURPOSE
As a leader, first of all let’s consider what the goal is. It is paramount to have a meaningful, constructive conversation with the colleague about the mistake.
To do this, we need to know what the root cause was of the colleague’s inability to perform the task properly, as expected. If there is no laziness, carelessness in the background, but, for example, a lack of some theoretical knowledge or practical knowledge, we need to take the time to develop the colleague. We can entrust this task to someone who is a master of this particular duty and is also able to impart this knowledge effectively.
However, we should provide the feedback ourselves. Keep the goal in mind during the conversation: how will the colleague cope smoothly with the task next time? By no means should we have such a conversation angrily or irritably.
2. CIRCUMSTANCES
Many times, several people work in one space. For such a conversation, always look for a quiet room where you can talk to the colleague privately.
It also happens that the manager wants to be “time efficient” so she/he personally goes to the colleague who is sitting in his place and “quickly” lists the person’s faults for her/him, then goes back to his own place and keeps on working. Under no circumstances should we give negative feedback while standing by the person. Be “physically on one level” with the colleague. If he/she sits, sit down next to him/her. Be sure to avoid physical contact, irritated, intense body language.
3. DEFINITION
Don't keep a one-sided monologue. We can also learn a lot from such situations as a leader. By recognising what caused the problem, we can even avoid other team members making the same mistake later. That way we can prevent further material damage. So let’s try to figure out and understand how and exactly why this incident happened. Ask questions and let the employee talk as well. In addition, the best way to understand things is when we can realise it by ourselves. So try to lead the conversation and ask the right questions. Take advantage of the power of open-questions.
It is important that the colleague’s self-confidence is not damaged during such a conversation. It can affect further inaccuracies. Therefore pay attention to how you present the “bad news”. Everyone has virtues, let’s start with that. Then go over the topic to find out what caused the failure. Summarise the importance of the task and ask what the employee thinks he or she needs to be able to accomplish his/her duties.
Finally, draw a conclusion about the further steps.
For example:
- Does the colleague need training? (Agree on when, from whom, in what form.)
- Does the colleague need more time to complete the task? (Agree on a new time frame, deadline.)
- Is the colleague unfit to do the job? (If we have the opportunity, delegate the task to someone who can do it with pleasure and ease, and give an other task to him/her.)
- Did some conflict or tension within the company cause the problem? (Let's go after it and smooth out the differences.)
- Does your colleague have personal/private issues? (If we can, let's offer a few days off so she/he can return with renewed vigour.)
Conclude the conversation positively.
4. FOLLOW-UP
Keep track of the solution plan. Make sure all the conditions are in place to do the job successfully.
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