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Inappropriate attire, lateness, sexually offensive behavior, not to mention productivity and communication issues ... these are just a few of the uncomfortable topics bosses must sometimes discuss with their employees. "101 Tough Conversations to Have with Employees" offers realistic sample dialogues managers can use to facilitate clear, direct interactions with their employees, helping them sidestep potential awkwardness and meet issues head-on. This practical, solution-oriented book walks readers through some of the most common--as well as the most serious--employee problems they are likely to encounter. Covering everything from substandard performance reviews to personal hygiene to termination meetings, this handy guide helps managers treat their people with dignity, focusing not just on what to say but also on how to say it. This helpful book provides proven techniques managers can use to protect themselves and their organizations...and get the very best from their people.
- Sales Rank: #41749 in Books
- Brand: Falcone, Paul
- Published on: 2009-04-08
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x 6.00" w x 1.00" l, 1.11 pounds
- Binding: Paperback
- 320 pages
Review
"...the advice in this book is invaluable. It deserves a prominent place in the office of anyone who is responsible for managing others." --Pittsburgh Post-Gazette
“This book is an excellent reference for managers who are dealing with difficult situations and are faced with having tough conversations with employees. There are many lessons that both novice and expert leaders can learn from the topics discussed, which cover everything from inappropriate dress to employee theft." —AORN Journal
From the Back Cover
Inappropriate attire, lateness, sexually offensive behavior, productivity and communication issues . . . these are just a few of the uncomfortable topics you may have to discuss with your employees. 101 Tough Conversations to Have with Employees provides you with proven guidance and realistic sample dialogues you can use to facilitate clear, direct interactions with your people, helping to sidestep potential awkwardness and meet issues head on.
This solution oriented book walks you through some of the most common—as well as the most serious—employee problems you’re ever likely to encounter. Covering everything from substandard performance reviews to personal hygiene to termination meetings, this handy guide helps you treat your people with dignity, focusing not just on what to say but also on how to say it. This helpful guide provides down to earth techniques you can use to protect yourself and your organization—and get the very best from your people.
Praise for Paul Falcone’s Previous Books:
101 Sample Write-Ups for Documenting Employee Performance Problems:
“When you feel the need to document an employee’s actions (or inactions), turn to this great tool.”— Legal Management
96 Great Interview Questions to Ask Before You Hire:
“Takes the guesswork out of the interview process.” — Benefits and Compensation Solutions
The Hiring and Firing Question and Answer Book:
“If the art and science of hiring and firing has become a puzzle, then author Paul Falcone has the answer.” — Houston Business Journal
Paul Falcone is Vice President of Employee Relations at Time Warner Cable in Los Angeles and was formerly Vice President of Human Resources at Nickelodeon. He is the author of 2600 Phrases for Effective Performance Reviews, 101 Sample Write-Ups for Documenting Employee Performance Problems, 96 Great Interview Questions to Ask Before You Hire, and The Hiring and Firing Question and Answer Book. He lives in Valencia, California.
About the Author
Paul Falcone is a leadership & human resources consultant in Southern California and has held senior-level HR executive positions with Nickelodeon, Paramount Pictures, and Time Warner. He is the author of several best-selling books, including 2600 Phrases for Effective Performance Reviews , 2600 Phrases for Setting Effective Performance Goals, 101 Sample Write-Ups for Documenting Employee Performance Problems, 101 Tough Conversations to Have with Employees, and 96 Great Interview Questions to Ask Before You Hire, and. Paul's consulting practice focuses on effective hiring, performance management, leadership development, and strengthening the muscle of a company’s frontline leadership team. He is a long-term contributor to HR Magazine.
Visit him at www.PaulFalconeHR.com.
Most helpful customer reviews
43 of 43 people found the following review helpful.
Excellent for someone fairly new to management
By Just Me in MI
After years of being very content to be "behind the scenes", I was promoted to the Director of a division. I now have more than 30 people that I manage. Getting 30 people to produce great work product is hard enough, but "life" always sneaks in and can bring everything to a grinding halt. This book has been very helpful in showing me how to approach subjects that I really don't want to approach with people. Despite explaining what "casual dress" means dozens of times over the last few years, when I said everyone could have "casual dress" for the summer, someone suddenly thought that meant threadbare t-shirts and flip-flops. And that may be totally acceptable in some areas, but we're in an office building where security would definitely look at you twice if you were wearing something like that! We have office romances that have developed. We have people who used to be really great at their job and now are slipping. And on top of all of that, I still have 80 hours of work to do each week that doesn't include dealing with dress, sex, and slacking. While some may read this book and think "well, it's pretty much common sense, telling you to not put people on the defensive, phrase your words properly, etc.", it's great that I don't have to sit and think about it. I can find a similar issue in the book, rearrange it a bit to fit my situation, have my discussion, and then get back to work. I am very glad I have this book!
102 of 130 people found the following review helpful.
How to be a schmuck
By 063067
I am a graduate student in an MBA program and I bought this book thinking it would help me with an upcoming human resource management course. About half way through the first chapter, I began to feel a knot in my stomach as I read the authors solutions to workplace problems. I feel this book is more about maintaining the corporate power structure than it is about becoming a more effective manager. I'll give a few examples.
The author describes what a manager should say to a newly promoted first-time supervisor. According to the author, the manager should critique the employee's attire and explain that she is now expected to dress like a professional. (Wouldn't it have been enough to explain the dress code for management personnel and skip the personal attack?) Next, the manager should criticizes the employee's choice of workplace friends and suggests she abandon her former friendships and make new "higher-level friends", although the manager claims he is not dictating who the employee's friends should be; he's just offering his kindly advice. Finally, the manager tells the employee that he needs her to be a leader, but makes sure she understands that she is not permitted to make any decisions without his prior approval. In effect, the author recommends breaking in a new first-time supervisor by using humiliation and micromanagement to preserve the corporate power structure.
When the author addresses employee absenteeism, his solution is to lecture the employee about how allotted sick days are not to be used as extra vacation days and that the employee shouldn't use a sick day on a Monday or Friday because it gives the appearance they are taking advantage of company policy just to get long weekends. So this is what good managers do? They harass employees about using the sick time the company gives them?
When insubordination is addressed, the author gives an example of a meeting with an outburst by a team member accusing the manager of being incompetent. He suggests the manager immediately stop the meeting and then, to get the employee's reason for the outburst, set up a closed three-way meeting between the manager, an HR rep. and the employee. (This is purportedly done in the interest of fairness with the HR rep. being a mediator, but is more likely seen by the employee as an inquisition.) The employee should then be sent home and informed by a phone call from HR that they have been fired for gross insubordination. What a wasted opportunity for feedback from the team. If this is an illogical person who is prone to conflict for no apparent reason, then this would come out in a team discussion of the issues. But more than likely, there are suppressed issues in this team and it's best to bring them to the surface in front of everyone. After all, perhaps you are an incompetent manager.
This book gives advice for maintaining the corporate status quo that has already caused so much damage to our society. To further improve your management skills and your company, I'd recommend reading The Great Game of Business or Open Book Management.
19 of 22 people found the following review helpful.
Great for any manager
By B. Armbruster
This is a must have book for any beginner or seasoned manager, director, executive. Sometimes you do not always know how to put the right words together that are legally sound and that deliver the appropriate message without making your employee feel uncomfortable. This book has TONS of examples to get you through even the most awkward of situations. GREAT RESOURCE!!!
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