8 golden rules to help avoid conflicts at work

Subordinates - is, above all, the people, and people make mistakes. But the error employee who missed an important client, did their part of the project, and summed up the team, or more committed some misdemeanor, can be expensive business executives. We understand how to criticize the staff and not to quarrel with them.

1. Assess the situation

You and the employee who has earned your displeasure - in a different position. Do you like the business manager has a certain authority: the levers of influence on the situation, and to make difficult decisions. Your slave - often hired employee, and your business - this is not the meaning of his life, and the only way to make money. And the resources it is much less than you.

Whether the employee is to blame? Perhaps it is not true you set targets and defined objectives, or your subordinate simply was not possible to prevent the incident.

2. take it easy

Emotions do not allow you to think objectively, look for ways to solve problems, to see the whole picture. They force you to jump to conclusions, speak faster than you think, and louder than planned.

Try to calm down. Take a break, give yourself time to think about the situation - and then be able to objectively look at things. So you imagine the real situation: as if everything is bad and what are the ways out of this state. And they are sure to be found, and the problem no longer seem doomsday.

3. Make sure that the employee is really to blame

For example, an employee has missed a very important client, and need to understand how it happened. Maybe he made a critical error. Or, the client took the competition proposal for the dumping price, and there's nothing to do was impossible. Do not rely on rumors, anonymous denunciations or conversations in the smoking room. Compare the versions of various people: this will give an understanding of who can deceive you, cover up their own mistakes or to shield colleagues.

Collect as much unbiased information: for example, an employee's activity in the system, documents or calls. Well, if you take care of this in advance - in the design of the IT infrastructure. But in general, such tools can be implemented in the finished system.

4. criticize constructively

In no case can not swear, if you just want to let off steam. When this happens on a regular basis, with or without, employees either quit or cease to pay attention to such a dressing. And you will be perceived as not very pleasant, and the unjust man.

If you have a clear idea of ​​what is wrong has been done (for example, an employee simply forgot to call the client and the left to competitors), the conversation will really help. Even if he is in a raised voice.

Constructive criticism is always justified. Criticizing, you should start from concrete facts and generally accepted concepts, not just from their own opinions. If possible, to confirm their words or numerals other data that can be obtained from an independent source (not from another employee, and, for example, site statistics and report on orders).

Criticism is not confirmed by the facts, it is destructive. It only persuade employee of the opinion that you - not the person with whom to work comfortably and with whom you want to achieve high results. Do not be surprised then, if after a groundless scandal employee of you leave.

5. Discuss and condemn the act, not the person

You do not need to berate the employee as a whole and its specific decision or action. And be sure to explain what happened, why it is bad and what negative consequences of this error has caused to your business.

Remember that behind every decision there is some justification, every action has its reasons. It is possible that your employee was genuinely convinced that doing the right thing, and did not call an important potential client because it was sure it can wait.

Tell us in detail how, in your opinion, it was necessary to act in this situation. Focus on action and not on the individual employee. If you hired this person, you probably saw him as a specialist with a decent potential. And at least they did not consider him stupid or unqualified. Such conversations should lead alone, but not with all the team. Critique of the witnesses are not necessary.

6. Explain what you expected and received

It happens that the blame falls for inefficiency: for example, your sales manager can not cope with the plan. In this case, it is important to understand how realistic set KPI you. Formulate for yourself what the work is really a disaster for the company and how they have become more real due to the actions of your subordinates.

Maintain objectivity: think, whether so the results of the staff member knocked out of the picture? Maybe he did not fulfill KPI because later appeared in other companies, lack of experience or even just left a hospital?

7. Consider approval in advance

Before you call the employee on the carpet, decide what punishment you are ready to apply it. You can not just dress down and let go - it's a business, not a daycare.

The most common options - a reprimand, a fine and dismissal. Often for errors or inefficiency of specialists deprived of premiums and bonuses. Remember that any sanctions - is the risk for you. This is your business will have to do without the dismissed employee of fines in your company can learn competitors. And if the sanctions were soft, the staff will think of the serious mistake of waiting a maximum of reprimand.

8. Leave in a civilized way, if cooperation is impossible

If you decide to dismiss a person, you have to have it be a good reason. There are at least three cases in which dismissal seems the only right option.

1. You do not want to work more with the employee for objective reasons.
2. Employee distinguished not for the first time and / or deliberately harm the company.
3. Employee deliberately violated the existing legislation.

Whatever the reason, the part with the correct personnel, without breaking the law and risking a fine on a business. And better to consult with a lawyer, so you do not spend money on the courts and lawyers.