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You need to address performance issues with a former peer. How do you navigate this delicate situation?

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Navigating the delicate situation of addressing performance issues with a former peer now that you are in a supervisory role can be challenging. It requires a blend of empathy, clarity, and professionalism. As a supervisor, you have a responsibility to manage your team effectively, but doing so with someone who was once your equal can be awkward. The key is to approach the situation with respect and understanding, ensuring that your former peer does not feel targeted or demoralized. It's about striking a balance between maintaining a positive working relationship and fulfilling your duties as a supervisor.

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1 Prepare Thoroughly

Before initiating the conversation, prepare thoroughly. Gather specific examples of the performance issues you've observed, ensuring they are factual and free from personal bias. Reflect on the individual's strengths and how they can be leveraged to overcome their weaknesses. Anticipate potential defenses or reactions and plan your responses to keep the discussion constructive. Your preparation will not only make you feel more confident but will also show your former peer that you take their performance seriously and are committed to helping them improve.

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Benjamin Martin M.A., ASP

Using Positive Psychology to Promote Humanistic Behaviorism in the Safety Field
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When in a supervisory role over a former peer, I refer to a time when I know they operated safety and accurately. I use a specific example and ask questions such as, "Do you remember when...?". This allows the recipient of the feedback to engage in self-talk and make improvements to workplace behavior on their own. When we give autonomy to change behavior, it is more likely to be sustained. In other words, they will keep engaging in the behavior because it is their idea.

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Kwekwe Ntekiso

SHEQ Officer at Sue Phalane Trading/TOD Projects/ Inathi Projects and Project
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I was promoted at a job where the employees were more experienced than me. but I'm a person who understands how things work and i am always interested to know more, always thinking out of the regular. so obviously being very observant, I know my former peers strengths, so I start coaching them on their strengths and showing them how their strengths could be a key for them to secure a promotion. touch on their weakness with solutions to use them positively.(like when someone is stressout they are able to work in an environment that requires them to talk, so they tend to want to be left alone, so it is good for them to work on files or any other apporved work that does not require them to be vocal.

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2 Set the Tone

When it's time to have the conversation, set the tone by choosing a private setting and an appropriate time. Approach the discussion with a calm demeanor and express your intentions positively. Make it clear that your goal is to support their growth within the company rather than to criticize. By framing the conversation as an opportunity for development, you can minimize defensiveness and encourage openness to feedback. Remember, your tone and body language speak as loudly as your words.

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Adedamola O. OLABISI

R.BLDR., MNIOB, MGBCN // Builder / Building Construction Management Expert/ Osun State 1st Youngest Registered Builder
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Communication is important but the tone of conversation is everything. The issue can be addressed from the point of empathy and encouragement not from a condescending or condemnation stand point.

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3 Provide Feedback

During the meeting, provide clear and constructive feedback. Focus on behaviors and outcomes rather than personal traits, and use the examples you've prepared to illustrate your points. Encourage a two-way dialogue by asking for their perspective and listening actively to their responses. This shows respect for their experience and insights, which can help maintain a positive relationship post-discussion. Your goal is to guide them toward recognizing the issue and taking ownership of their performance improvement.

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4 Offer Support

After discussing the performance issues, offer support and resources that could help your former peer improve. This could include additional training, mentorship, or a clearer outline of expectations. Make it clear that you are there to assist them in their professional development and that their success is important to you and the organization. By providing tangible support, you demonstrate your commitment to their growth and the team's success.

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5 Set Goals

Together with your former peer, set specific, measurable, achievable, relevant, and time-bound (SMART) goals for improvement. This collaborative approach not only empowers them but also creates a clear roadmap for progress. Ensure that these goals are documented and that both parties agree on the benchmarks for success. Regular check-ins to discuss progress can help maintain momentum and show your ongoing investment in their development.

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6 Follow Up

Finally, follow up regularly on the progress being made toward the set goals. These follow-ups are essential for accountability and demonstrate that you take their performance seriously. Provide recognition for improvements and address any ongoing issues promptly. By maintaining open lines of communication, you reinforce the importance of their role in the team and your role as a supportive supervisor.

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You need to address performance issues with a former peer. How do you navigate this delicate situation?

1

2

3

4

5

6

1 Prepare Thoroughly

2 Set the Tone

3 Provide Feedback

4 Offer Support

5 Set Goals

6 Follow Up

Supervisory Skills

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You need to address performance issues with a former peer. How do you navigate this delicate situation?

1

2

3

4

5

6

1 Prepare Thoroughly

2 Set the Tone

3 Provide Feedback

4 Offer Support

5 Set Goals

6 Follow Up

Supervisory Skills

给文章评分

感谢您的反馈

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