{"id":10728,"date":"2017-01-31T23:20:11","date_gmt":"2017-02-01T05:20:11","guid":{"rendered":"https:\/\/trainingmag.com\/addressing-mistakes\/"},"modified":"2017-01-31T23:20:11","modified_gmt":"2017-02-01T05:20:11","slug":"addressing-mistakes","status":"publish","type":"post","link":"https:\/\/trainingmag.com\/addressing-mistakes\/","title":{"rendered":"Addressing Mistakes"},"content":{"rendered":"

Q: <\/strong>My direct report recently made a critical error. The last time I brought something like this to his attention, he was extremely defensive, and it took a while for him to \u201cre-engage\u201d with his work. How can I hold him accountable without damaging morale, especially if he\u2019s unwilling to admit his mistakes?<\/p>\n

A:<\/strong> Nobody likes to make mistakes. And mistakes can be especially hard to admit when they\u2019re brought to light by a supervisor. Nevertheless, one of your responsibilities as a manager is to ensure things get done properly. So, however difficult it may be to discuss, you must address the situation, especially since this is not the first time a \u201ccritical\u201d mistake happened.<\/p>\n

First, keep in mind that the timing of your response will influence the situation. If possible, schedule the conversation with your direct report to take place after the stress caused by the mistake has dissipated.<\/p>\n

Realizing that how<\/em> you say something is at least as important as what<\/em> you say\u2014that in any given conversation, you have the power to influence the dynamic and the level of constructiveness, depending on the tack you choose\u2014is half the battle. The other half is knowing how to say it.<\/p>\n

In your example, one thing that will help guide you is shifting your focus from \u201cWho is to blame?\u201d to \u201cHow did this happen?\u201d\u2014keeping in mind that your underlying objective is to prevent the recurrence of similar mistakes (and not to assign blame).<\/p>\n

When it comes time for the conversation, rather than clinging to your interpretation of what went wrong, try to adopt a more neutral opinion of the situation. This will help you formulate neutral questions that will be received as less accusatory, in turn, obviating the tendency for your employee to feel defensive. You might try opening with something such as, \u201cI\u2019d like to talk with you about the incorrect information that got sent to the client.\u201d Your employee will experience this type of question more positively than \u201cI\u2019d like to talk with you about the mistake you made in sending the incorrect information.\u201d Then, follow that up with something such as \u201cWhat do you think went wrong?\u201d<\/p>\n

Not only will this \u201cneutral\u201d strategy help focus the conversation on the issue rather than on the person and avoid eliciting a defensive response, it also will facilitate a more exploratory and comprehensive analysis of the situation. By inviting your employee to share his interpretation of what happened, additional, and perhaps valuable, information can be introduced for your consideration. To prevent future mistakes, you should explore all the factors that might have contributed to the error\u2014in today\u2019s team-oriented work environments, it is unlikely a critical error could be attributed to a single individual.<\/p>\n

For example, you might learn something new about how he interprets what you say\u2014you might have to be more explicit when giving directions. Or you might get valuable insight into the team dynamic\u2014you might find that employees voluntarily \u201cpitch in\u201d on one another\u2019s assignments. Each of these could provoke ideas for process improvements.<\/p>\n

As you move through the conversation and discuss the impact of the mistake, do so without attributing blame or intent on the part of your employee. Using first-person statements such as \u201cI felt embarrassed\u201d will elicit more positive responses than second-person statements such as \u201cYou embarrassed me.\u201d<\/p>\n

Try to remain open to what your employee says. Statements that might sound defensive, such as \u201cI have too much on my plate\u201d or \u201cNobody told me that,\u201d might be genuine and important contributors to the problem. Ignoring those factors could undermine any other steps you would consider taking to avoid recurrence.<\/p>\n

Ultimately, you will be the decision-maker as to whether your employee is performing up to par and what can be done about it. However, this approach should help inform that decision.<\/p>\n

Michael Rosenthal is managing partner of Consensus (www.consensusgroup.com<\/a>), a negotiation and conflict resolution firm headquartered in New York City and with regional offices in Europe, India, and the Middle East. Consensus provides Talent Development services, including customized training and coaching, as well as Consulting and Peace Building services. For more information, contact 212.391.8100 or mrosenthal@consensusgroup.com.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

Employ a \u201cneutral\u201d strategy to help focus the conversation on the issue rather than on the person and avoid eliciting a defensive response. 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