Prepare for the discussion by writing down the behaviors you’ve observed and the consequences of that behavior. What is the impact on others?  What are the adverse effects on performance?  Don’t bring up the “attitude” word.  It’s subjective and directly threatens the other person’s feelings of safety and respect. 

 During the discussion, describe what behaviors are occurring and the impact and consequences of those behaviors.  State what behaviors you expect o see.  Ask for the employee’s ideas on what s/he will do differently in the future.  In any coaching discussion, it’s important to ask for the employee’s commitment to change.  “So, Michael, we agree that from now on, you won’t make sarcastic or sidebar comments during in our staff meetings.”  For most people, that verbal commitment can be a powerful reminder to self-discipline their behavior.  If they are unwilling to make that commitment, tell them clearly their past behavior was unacceptable and what you expect from them in the future.  If their behavior reoccurs despite their assurances otherwise, you can address the larger issue – failure to live up to their commitments.

Copyright 2006, Applied Performance Strategies, Inc.

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