Why Do Managers Have a Tough Time with Discipline?

Managers and leaders often struggle with the concept of discipline. I am always perplexed to see how some managers approach employee discipline with so much trepidation. There is a certain level of fear, uncertainty and even denial of responsibility when discipline is involved. In some situations, managers come out plain; this is just not me; I am not very comfortable with writing a member of my team up that way! This is rather counterintuitive as the presumption is that managers can hire and also fire, so why is the latter part considered least and often better avoided? How does this reluctance affect the team and the workplace culture?

There are many factors at play here. It is a mixture of the evolution of leaders themselves and the mischaracterization of the role of HR in the context of discipline. I can explain!

In many organizations, especially the rapidly growing ones, there is often insufficient time to thoroughly assess and build wholesome leaders before transitioning or hiring them.

This result often in prioritizing key job objectives over people management. Hence, when the situation arises where these leaders have to discuss performance or issue progressive discipline, it is not perceived as a core function in their role but an additional burden that HR should have taken off them! How totally untrue! Regardless, it takes some considerable time and real effort to change that narrative.

The hiring process does add to this conversation. Some job postings and job descriptions for supervisory roles either omit or downplay the importance of handling conflict and issuing discipline, perpetuating the misconception that these skills are not essential or better still, the responsibility lies somewhere else with the organization. Interview questions need to address relevant experience such as conflict management, having difficult conversations, performance management, and issuing appropriate reprimands where applicable. More importantly, discipline needs to be declassified as a mishap in the workplace, it's part of the complete ecosystem and a recognition of that through the hiring process for managers should make some difference.

Understanding the mechanics of discipline and performance management needs some form of education, even for HR professionals. Where managers are expected to issue discipline and manage conflict in the workplace including the grievance process in a unionized setting, some form of training and even coaching is non-negotiable. Supervisors are often terrified about making disciplinary decisions not because they are not competent, but because they need more education and support to make informed and risk-free decisions. Leadership development programs should emphasize not only enhancing customer value but also nurturing strong people management skills, which prove invaluable in challenging times.

Furthermore, HR professionals need to empower leaders by letting go and allowing them to lead.

Managers require time and guidance to reach a higher competency level in discipline-related matters, and HR should provide support while creating a safe space for growth. Allowing managers, the space to fulfil their role is essential.

Lastly, managers have to embrace difficult conversations. Regardless of the inclination to avoid awkward or confrontational encounters, leaders must recognize the varied impact of discipline on the team and the organization. Being a leader requires some mental maturity and the willingness to do what is right in every context. Managers must understand that discipline transcends beyond just the employee involved. Properly applied discipline reflects on the organization, instils confidence in managers' abilities and ultimately improves the team's performance.

Essentially, timely and effective discipline becomes non-negotiable in maintaining a healthy organizational culture by ensuring that everyone is on track and keeping leaders accountable.

?

?

?