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Surprisingly often, problem behavior is also ignorant

behavior. When team members fully understand the

ramifications of behavior, bad and good, the motivation

to stick to company standards or work together is

much greater.

7. Am I in control and ready to discuss this situation?
   Only discuss a problem when you have control of your
   emotions. Too much damage can be done otherwise. If
   necessary, take a day or more to pull yourself together
   before acting on a problem. While it’s important to
   respond quickly to improper behavior, there is no gain if
   you risk shattering a long-term solution by saying angry
   things you can’t retract.


8. How can I support this employee and the team?
   This is not always the first question that most coaches ask
   themselves when they prepare to respond to problem
   behavior. Answering it may not produce an immediate
   change, but it can promote long-term change. Tip: Start
   with the end in mind. Consider the optimal result you are
   striving for. Meaningful support is almost always long-
   term — such as assigning a mentor to help the employee
   learn or a coach to assist in improving, or giving
   additional training to help boost performance.
   Supporting employees by helping them start positive
   behavior, not just stop negative activity, instills more
   company loyalty than any other single employee benefit
   — including salary!

Coaching, Mentoring and Managing

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Team-Fly®