Law Society Gazette
I’m currently having a problem with a member of my staff, Liam, who is a 32 year-old conveyance solicitor. On the whole his work is fine, but my one issue with him is that he can be disruptive during meetings.
In order to address the problem head-on, you need to first realise a couple of key points.
Liam’s behaviour, if it takes place during a meeting with a client for instance, will impact on the client’s view of your firm. Likewise, if it takes place in the presence of other staff, then it might also influence their view, not only of Liam, but perhaps also of you as a manager. Therefore, the longer the problem continues, the worse its potential impact on staff or clients will be.
Managers can understandably be afraid of tackling negative issues with their staff. Performance reviews can fail for this reason or because the way in which negative feedback is given can completely demotivate the member of staff.
Giving Liam some feedback on his conduct will be most effective when it is timely, so you need to take Liam aside and talk to him as soon as possible. Ideally this would be immediately after the behaviour or incident takes place.
When talking to Liam, you need to be clear and concise, using specific and descriptive words. You should be sure of your facts and have specific examples. Unless you have witnessed the behaviour yourself, avoid references to hearsay. Avoid being emotive, personal or judgemental in your feedback.
You should ask Liam questions, rather than launching into criticism that will immediately put him on the defensive. This means you can corroborate and discuss the incident. This also shows Liam you’re being fair and that he has an opportunity to explain his side of the story.
It is also a good idea to express your disappointment at how Liam’s behaviour affects you, other staff and the practice as a whole. As well as this, try offering an alternative type of behaviour that should replace Liam’s undesirable conduct, having clearly described its effects.
Remind Liam that his behaviour is the problem, not him as a person. A more constructive approach to feedback is that negative feedback should only be given after two pieces of positive feedback have first been given. By explaining how they are usually competent in other areas, you empower them to improve their performance after your meeting.
If other staff members exhibit behaviour similar to Liam’s, then you should be consistent and have the same conversation with them, rather than singling out any one member of your staff.
Finally, and to reiterate the point, you should not wait until Liam’s annual review to address his behaviour. The impact of any behaviour has the potential to worsen, the longer it is allowed to continue, and this will have increasing negative consequences for your practice.
If anything, a summary of previous discussions – if you feel it is necessary, will be more appropriate and serve as a gentle reminder to Liam.
If you would like to obtain a copy of the ‘Dos and Don’ts of Managing Staff’, you can download a copy from our website www.davisbusinessconsultants.com