“Get It Right This Time!”

While grocery shopping, my attention was drawn to a communication between a supervisor and employee who was stocking the shelves. When I heard the supervisor say, “Get it right this time,” I turned smiling, because I assumed the comment was in jest. I quickly discovered by the look on their faces that it was no joke. Furthermore, as I watched them interact I was shocked to see the disrespect shown to the employee by the supervisor.

People respond to communication that is given in a respectful manner. This does not mean that people do not need to be held accountable, they do, but how it is done is paramount. First, constructive feedback should be given in a private setting. Secondly, it needs to be descriptive in nature to help the employee understand the request and more importantly why it is necessary. The constructive confrontation model is a good way to help an employee understand the expectation and consequences if they choose not to follow through.

Constructive confrontation process:

• Awareness of Feelings: Take time to determine how you are feeling because this can affect how you come across to the employee. It can influence your tone of voice and nonverbal behavior when you are upset going into a conversation.
• Non-judgmental statement of fact: Next tell the employee what was done in descriptive terms. In this case it could be, “You stacked cooler with items that had expired dates on them.”
• Effect: One of the most important statements is about the effect. People want to know what they do matters so let them know the effect of their behavior. “People purchased the products and then had to return them. Two people were upset that they had to make a second trip to our store and one said she will not return.”
• Desired behavior change: State how you want the employee to behave differently. “In the future, I expect you to check the labels on the outside of the box and on each item.”
• Consequences: If you choose not to, and this happens again it will mean a letter in your permanent file. (Only if you have the authority to do it)
• Support and follow-up: If you see the employee checking the labels take time to thank them and reinforce the behavior.

Taking the time to think through the desired outcome and how you will confront the issue can have a dramatic affect on the outcome. People will follow-through when they feel respected and understand the importance of their job. They will also work harder to do a better job. A win-win for both the person and the organization.