They might blame the co-op, you, co-workers or themselves.
They might avoid taking responsibility.
They might cry.
In all cases there are some important things for us as managers to remember.
First, is to hear their response without needing to defend, argue, or change their response.
Second, our job in the conversation is to keep it on track, not to corral, control, or change the employee’s response.
The key is acceptance.
Meet them where they are without resistance, with grace in our heart, and keep the conversation focused.
If an employee says something like “I hate this place right now, it is so messed up!”.
There is no need to try and change their mind, that would be taking the conversation off track.
With compassion, caring, and acceptance, guide the conversation forward.
We could say gently something like, “Right now, I want to talk about some things you think you can do to meet our call in procedure, or show up on time, or interact with your co-workers in a professional manner (whatever it is that is being addressed) — even if you are hating this place.”
If we believe we need to convince, change or stop our employee from saying, feeling, or believing what they are in any given moment it changes how we interact with them.
And often that means we change the direction of the conversation and it goes off track.
Keep the conversation on track and focused through acceptance, clear behavioral facts, and clarity of expectations.
With grace in our hearts for how challenging it is for all of us, managers and staff alike, in any given moment to navigate our emotions and take full responsibility for our behavior.
Onward,