Changing unacceptable performance

Maintaining good working relationships with colleagues is essential but no successful manager can ignore performance problems. When someone isn't doing what is expected, the way you approach the problem, and the person involved, must be pitched just right - or it could cost you dearly in time and trouble, even so far as defending a costly claim by an ex-employee. Providing a reliable and adaptable framework of critical steps to help you address unacceptable performance quickly and effectively, this workbook will help you to : decide whether something really is unacceptable;motivate and coach under-performers;decide what to say and do in a variety of situations;turn failing performance around;avoid situations getting as far as the disciplinary stage. Changing Unacceptable Performance is part of a series of workbooks developed by Russell Tobin to help managers develop their practical skills. With exercises and examples, case studies and sample scenarios, the workbooks provide a highly effective aid to personal development. Other topics covered in the series include: Handling employees' problems. Further corrective action and the discipline option. Giving credit where it's due (recognising dependable work). Overcoming resistance to change. Practical leadership skills.