DISCIPLINING WORKERS REQUIRES SOME RESTRAINT.

Byline: Ken Lloyd On The Job

Q. I reprimanded one of my employees in front of several of his co-workers, and my manager called me into his office, wrote me up, and told me that my actions were inappropriate and subject to more severe disciplinary action if I did this again. Can't there be times when a supervisor has no choice but to do what I did? G.C.

A. The issue points to a key distinction between two important supervisory behaviors - coaching vs. disciplining. If an employee has made a rather monumental mistake, it is altogether appropriate for the supervisor to provide him or her with some coaching on the spot.

However, coaching is not disciplining. Rather, it is a combination of teaching the employee, perhaps demonstrating the correct way to do the task, and providing feedback and support as the employee completes the task.

Coaching can certainly be provided in public, as it is a natural part of management by wandering around. Importantly, nothing about this behavior is in the form of a reprimand or punishment. If the behavior in question also warrants some disciplinary action, that is best carried out behind closed doors.

Regardless of the surroundings, people do not enjoy being reprimanded, and their reactions typically show high levels of defensiveness and denial. And, when they are reprimanded in public, their reactions often balloon to include strong feelings of resentment, embarrassment, anger, and dissatisfaction - not exactly building blocks for successful performance in the future.

There obviously are times when disciplinary action is appropriate and necessary. And, there are some steps that can make a disciplinary session more productive. For example, the feedback should be based on behaviors and not personality, the standards and sanctions should be clearly communicated and consistently applied, and the session should be conducted in private.

When an employee makes a monumental mistake and is immediately shredded in public, the truly monumental mistake is the public flogging itself. This kind of action by a supervisor tends to undermine employee attitudes, commitment, and loyalty throughout the department.

If you are uncertain as to the most appropriate action to take in coaching or disciplining an employee, just ask yourself if you are treating the employee with respect and trust. These are the actual building blocks for successful performance in the future.

Q. I work in a professional office where the work groups are separated by 5-foot-high partitions. Recently a co-worker was transferred to the group next to mine, and she is extremely loud and boisterous, to the point of disrupting the work of everyone around her. I asked my supervisor, who is also her supervisor, to speak to her, but he said I should do it myself. I think this is his responsibility, and I am afraid of causing tension if I talk to her. What should I do? L.H.

A. Problems on the job can come just as easily from the volume of one's co-workers as from the volume of one's work. When a loud speaker takes up residence next to you, there are a few steps that can help move the noise from the foreground to the background.

It is apparent that your supervisor does not want to hear about this matter, at least at this point. While you can debate the appropriateness of his response, many supervisors want their employees to try to solve problems themselves. In addition, your outspoken co-worker may become even more upset if you approach your supervisor rather than approaching her first.

The best step is to meet with this co-worker. Although you indicated that you are afraid of causing tension by doing so, that will only happen if you take a heavy-handed or judgmental approach.

A better approach is to tell her that you need her help. Indicate that although you understand how important it is for her to actively communicate with others, the configuration of the office makes it difficult for you to communicate and complete your work, particularly when everything she says is as loud in your area as hers. In this way, you are putting the blame on the partitions and not on her, and you are subtly indicating that her conversations are not private. Conclude by telling her that you would appreciate any action she could take to help solve this matter.

If her words continue to bounce off your walls, then it is time for you and your co-workers to meet with your supervisor.

MEMO: Ken Lloyd, Ph.D., is a specialist in organizational behavior. Questions can be sent by electronic mail to LloydOnJobaol.com, or they can be mailed to P.O. Box 260057, Encino, CA 91426. Names will be withheld upon request.