Delivering Bad News Tactfully and Effectively

Confronting an employee and delivering an ultimatum regarding the need to improve or face probable dismissal is difficult. Even when the employee has displayed a confrontational behavior, it is still best to be cool and tactful and be level headed. The first approach is to appeal to reasons (Guffey, 2008). Hence, the first thing is to research all about the employee – his performances for the last two weeks and in general and the complete details of his under performances and the details about his customers and co workers. I have to study this employee’s underperformance and problems along the way of gathering facts about him. This will give me the edge over his arguments but I will always remember to answer or reason back very mildly.
I also need to prepare how I will deliver my piece – the bad news. I need to outline what I need to say and practice delivering it very confidently, unassuming and coherent. I need to handle the talk in a respectful and positive way, ultimately strengthening the bond between two people (Segal, 2009). The immediate conflict resolution technique I will use is effective communications and empathy.
I will have to stay calm all throughout the conversation. When the employee seems edgy and very grave with his answers, I will still control my emotions and behavior. Only when I am in control of my emotions that I can tell him that his performance is substantial and that he need to improve instantly. I will try not to sound threatening, frightening, or punitive when I tell him that one of the consequences, if he does not improve, is that he will be dismissed.
Meanwhile, I will also pay attention to his feelings and his words. I need to show that I regard his feeling and that I am aware of and respectful of our differences. By avoiding disrespectful words and actions, I can effectively reach an agreement. This can be aided by nonverbal communications. Nonverbal communication includes eye contact, facial expression, and tone of voice, posture, touch, and gestures. (I bid.) As we move towards the significant part of the argument, i.e. his under performance (where he would be more defensive and angry), I need to pay close attention to his nonverbal signals. This will help me figure out what he is actually communicating. Through this also, we will proceed to the root of the problem and build trust that a healthy resolution instead of a dismissal is on its way.
In the communication process, I will have to listen to his underlying reasons for his underperformance and hostilities. I will try my best to understand what he is telling me, from his or her point of view. I will also ask him if there are other points which e have not yet discussed or which he wants to say. I will resist the temptation to interject my own point of view until he has said everything he wants to say and feels that I have listened to and understood his message. I will encourage him to share his issues as fully as possible.
On the formal employment issue, I will clarify it rather than making assumptions. Even when I have all the information I have researched, I will ask questions that allow me to get the data from his point of view. I will restate what I have heard, so we reach a common ground. It may be that he will then realize that additional information is needed. Maybe he did not know that he is creating a hostile environment.
I will validate his concerns, even if a solution is elusive at this time. Then, I will state back the consequence in the most effective way and in a way that he will reach out to improvement as a compromise and avoid punishing. We will wrap up with a resolution that supports the interests and needs of the management and his own.

References:

Guffey, M. E. (2008). “Business communication: business and product.” 6th ed. Independence, KY: Cencage Learning.

Segal, J. (2009). “Conflict Resolution Skills.” Helpguide.org Website. Retrieved on June 11, 2010 from, http://helpguide.org/mental/eq8_conflict_resolution.htm.