□ OBSERVE the individual and record their specific actions in Upfront, marked as Misconduct.
*It is critical that you ask the following questions verbatim and in order:
□ ASK: “Do you mind if I ask you a few questions about <the matter you need to discuss>”?
□ SAY: “I noticed that you <state the specific, factual actions you observed>.”
□ ASK: “What was the commitment you made last time we talked about this?”
□ ASK: “What made you choose to break your commitment?”
If they offer reasons or excuses, do not engage. Focus on the choice they made.
□ ASK: “What is the expectation for <this specific matter>?” Keep asking until they say the expectation.
If they seem genuinely remorseful and their actions do not warrant termination,
□ ASK: “What do you have to lose if you make this change?”
□ ASK: “What specific changes will you commit to, if any? When will you do it?” Agree on a reasonable re-commitment.
If they make the same commitment as last time, ASK: “What will be different this time?”
□ ASK: “What do you think should happen if you break your commitment again?”
□ Confirm the appropriate consequence (if any), and express confidence.
If they are not remorseful, are unwilling to commit to changing, or if the matter is a terminable offense,
□ ASK: “Your choices indicate that you don’t want to work here, so what do you think should happen now?”
□ Confirm the appropriate consequence.
Remember, what you tolerate will continue.
If an employee breaks a commitment made in a choices conversation, or if they violate an established company policy, their actions constitute willful misconduct for which there must be consequences.
Your goal is to establish a stronger commitment to the expected behavior, unless their actions warrant termination. They also need to know the next step you’ll take if they break their commitment again.
Scenarios: repeated occurrences of the same improper actions, insubordination, critical policy violation
NOTE: Make sure your mindset is positive and optimistic.