A Model for Supervisory Confrontation

Back to Director & Supervisor

  1. Establish a forum for communication. 
  2. Provide privacy during the discussion. 
  3. Take a moment to collect your thoughts, then speak in a calm, professional manner. 
  4. Approach the employee with . . . 

    “I need to talk with you about . . .” 

    Describe the problem in specific terms. 

    “This matter is important because . . .” 

    Be concise. Introduce the important points in clear detail. 

    “Therefore, we need to resolve it.” 
  5. Give the employee an opportunity to respond to the issue presented. 
  6. Ask the employee for thoughts on how to resolve the problem. 

    If a positive response if offered, provide support and implement the plan. 

    If the response is not acceptable, explain why, then offer your own plan. 
  7. Reach an agreement on a course of action. 
  8. Put the agreement in writing. 
  9. Inform the employee of the consequences if the behavior does not improve. 
  10. Don't be all negative. Talk about the individual’s good points as well. 

    Provide reassurance that the employee is a valued member of the team. 
  11. Establish "touch base" points to review progress and revise the plan, if necessary. 
  12. Bring closure to the matter.