Problem Employee? - Hold A Counsel Interview


By Jonathan Farrington


A Counsel Interview is a practical approach to dealing with staff problems - and all such situations. Issues rarely solve themselves and therefore it is essential that managers recognise that a problem exists and then solves it as rapidly as possible, because an unhappy employee will not be working at optimum performance levels.

Step One: Decide to Hold a Counsel Interview

Where a situation is wrong, and is obviously going to get worse, take the positive decision to hold a counsel interview, it is the only way. Face the problem - do not simply hope it will go away. Prepare for the interview by brushing up on the interviewee’s background. Give the interviewee a general idea of what the interview will be about when arranging the time and place to have it. When that time comes, make certain that the meeting will not be disturbed in any way.

Step Two: Uncover the Facts

Ask questions to get the other person talking. It may be that the answers to some of the questions are already known. That does not matter. What is being looked for is a key, something to unlock and let out the real cause of the worsening problem. Get the person to unburden themselves.

Step Three: Agree the Cause of the Problem

Once the interviewee has admitted there is a problem and given the details, the counsellor can start to rebuild the situation. Only after such a frank discussion can the real causes of the problem be agreed. This agreement is essential to a cure. Without it there is a strong likelihood that it is effects, not causes that are being dealt with.

Step Four: Allow Interviewees to Speak for Themselves

In any situation like this it is much better for the interviewee to solve their own problem. So, let them talk and provide their own suggestions for what should be done. That way they will have a far higher level of commitment to taking action.

Step Five: Decide the Course of Action

The counsellor has to listen to the interviewee’s suggestions for putting the situation right. Between them they can then agree what should happen. This is a vital stage. Always establish a programme for the course of action to be taken.

Step Six: End with Positive Agreement

The counsellor and interviewee have thoroughly aired the problem – and agreed what to do. At the end the interviewee will feel much better. This is partly due to having had the opportunity to talk; and partly due to being able to see an end to the trouble. Make sure that any counsel interview ends up with positive agreement - a commitment from both sides to solving the problem.

As Managers, you are responsible, primarily, for those reporting to you. Know them well and keep an eye open for a problem area. When you see one developing - decide to hold a counsel interview.........

The moral right of the author, Jonathan Farrington, has been asserted. All rights reserved.This publication or any part thereof may not be reproduced or transmitted in any form or by any means electronic or mechanical including photocopying, recording, storage in an information retrieval system or otherwise, unless this notification of copyright is retained.

Jonathan Farrington is the Managing Partner of The jfa Group jf-assocs.

Since forming jfa in 1995 he has authored in excess of three hundred skills development programmes, including the Strategic Workshops series, Channel Programme and the Vanguard suite. In addition he has designed a range of unique and innovative process tools – Optimus+ and ASP Profile and written extensively on organisational and sales team development. http://www.jonathanfarrington.com


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