We’ll call them: development, coaching for improvement, correction and discipline.
These lanes are an important framework to keep things in context for what our response will be when an employee stumbles, makes a mistake, or has an error in judgement.
We need to know what lane we’re in.
For example, if an employee is cruising down the development lane and has a problem or shortcoming, we don’t want to treat them like they’re in the correction lane.
This can have damaging impacts for all concerned and the co-op.
And most importantly, we have to make sure we’ve done our part before we switch lanes with an employee.
Have we followed the rules of the road, so to speak.
Have we mentored? Uplifted and directed with frequent chats and check-ins.
Have we been clear and lead with expectations?
Have we coached for improvement?
As a general rule, we start with an employee in the development lane.
And maybe 80% (maybe even more) will be in that lane for the duration of their employment.
Knowing we are in the development lane helps us be steady and navigate well when the inevitable infrequent mistakes and deviations happen.
But when circumstances dictate such as cycles and patterns forming of sub-par performance, damaging behavior, etc. that’s when we change lanes.
Each lane has it’s own discreet method of communication and it’s important that we are clear where we belong given the situation.
That we keep a level head when we’re behind the wheel and remember to do all the appropriate and necessary signaling before we move over.
Safe driving,