Yes, you are the boss, but how you talk still matters.  In fact, it means more now than ever.  Whether it is your team, your leadership, or your client, how you communicate is a direct representation of who you are. You want people to view you as professional, yet approachable. Refrain from using slang, or inappropriate language of any kind.  Speak as though your mother is in the room and gain the respect you deserve.

Be Clear in Communication

You give your team assignments, advice, and information every day, but do they truly understand you? You are probably speaking their “language”, but do they understand your expectations?  Let your team ask questions before you send them off to complete the task.  An extra five minutes of clarification is better than the time, and money, that is potentially lost if an employee is doing something wrong because they felt rushed to begin.

Oh No! The Boss Wants to Talk to Me!

Betty’s boss walked in to her office just as she was about to clock out for lunch.  All she could think was, “He knows I take lunch every day at this time!  What did I do wrong?  Why is he in here?”  Betty ran everything she did that morning through her mind, checked it all off again and again, and broke out in a sweat as she waited for the proverbial pink slip to be handed to her.  Surely, she must have messed up somewhere!  Her boss said, “Would you mind getting me a coffee while you’re out?  And get yourself one too.  Here’s my card.”  This is not an actual story, but it certainly could be.  When you approach your team, lead off with an ice breaker so they do not feel as though you are questioning their work.  It is nerve-wracking enough having your boss walk in – make sure they know you are pleased with what they are doing!

No Man is an Island

You and your team are busy and a client calls with an ASAP project.  You get them together to discuss the plan, and you remind them that you are all a team.  When one falls, the other is there to pick them right back up.  Find who has the strengths for each part of the project and assure them all of you are in this together.  Give them ownership of their projects, allowing for a sense of pride to flourish.

When Jimmy Isn’t Playing Nice

Your team needs to perform, but sometimes that is not enough.  Sometimes, the attitude of a team member gets in the way.  Address this immediately in the way which that employee would be receptive.  Your presence might be all that is needed, or you might need to call them aside and have a discussion.  Either way, nip the attitude in the bud.  A successful team has no elevated egos.

Take a Breath!

A long-winded team member can slow the team down, so you may have to get involved. Ask them to be brief, give bullets, or a simple summary.  Ask in a professional manner and use tact.  Tell them there is a sense of urgency and let them know the deadline.  Be clear when laying out your expectations so you do not leave room for interpretation.

In many cases, a good manager can correct a team member’s poor performance with simple coaching techniques, but documentation is sometimes necessary.  Your company handbook should have a disciplinary policy in writing.  This gives you a plan to follow and your employee’s knowledge of possible corrective action.  It may also protect you from possible lawsuits.

Start with a Good Form

A disciplinary form should be simple and straightforward.  You can find one online and download it if necessary.  A proper form allows you to gather all of the employee’s basic information, the date and time of the incident, the description of the incident, and a field for you to list the company policy that was broken.  It is also good practice to list their expected actions and behavior.  It may include check boxes indicating what step in the process it is.

First, A Verbal Warning

A verbal warning is usually acceptable for an employee’s first offense.  Anything which is a criminal activity or would bring harm to themselves or another team member, you should deal with swiftly.  However, for minor infractions, sit them down and have a discussion. Document all verbal warnings to show a form of discipline is taking place.  It is important to treat this as a moment to coach your team member.  Tell them exactly what they did, and how it goes against the policies and procedures.  Also, allow them time to respond as things are not always as they seem.  When the discussion is over, and the documentation is complete, the action form goes into the employee’s personnel file.

Next, A Written Warning

Sometimes it is necessary to reprimand the same person again.  If this happens, issue a written warning. Again, document and include this in their personnel file. They should read exactly what is written and be offered a chance to write down any responses they have.  If they choose to not respond, they are usually not required to sign the document. This does not take away from its validity; it shows they do not agree with the statements made but have chosen to not respond in writing.  Continue to coach them and explain the consequences of their actions.

Final Written Warning, Then Termination

By now, if their performance is not improving, a final written warning will be necessary.  This also needs to be included in their personnel file.  If the employee still does not show improvement, you will need to complete the final step in the process and present your documentation to your human resource manager.  If they agree with your findings, they will complete the termination process.

Closing Thoughts

Most handbooks have a disciplinary action process, and many managers will put a 30, 60, or 90-day plan of improvement into place.  This gives the employee a fair chance to improve their performance and you to retain a valuable employee.

Lastly, it is advisable to have a third-party present at any disciplinary discussion you have with team members. You may ask another manager or supervisor, but the human resource specialist at your company is probably the best choice.  This person’s forte is Human Resources (HR); they know the laws that will protect you in the event of a contested termination.  If they are unable to attend, choose another trusted manager, but send a statement to HR immediately following the meeting.  They should be aware from the first time you discipline an employee; Human Resources should never be the last to know.

You are the manager, and it is time to hire your team.  Does the interview really matter?  As the boss, surely you can just talk to someone and know if they are qualified.  In a nutshell, no you can’t and, yes, the interview matters.

Remember the Motto and Be Prepared

Success in many things begins with preparation.  How will you interview?  Will you interview on the phone, via Skype, or in person?  Are you responsible for setting up interview times?  If not, does your assistant have your most current schedule and availability?  After interviews are set up, remember to give candidates the address and any necessary directions to the office.  Ideally, you should set up any technology you might need for the interview the day before to ensure it is operating properly.  This will give you time to troubleshoot, if necessary.  In addition to the interview itself, prepare yourself.  You are interviewing a candidate to work for you, but they will also be interviewing you to see if they want to!  Be professional and organized so they see you, and your company, as a place they want to be.

Introductions are Important

It is already nerve wracking being at an interview, so a friendly hello will put them at ease.  When meeting the candidate, introduce yourself and give them your title.  Shake their hand and repeat their name back to them.  “Hi Joe, my name is Mike, and I’m the General Manager here at our company.  I would like to discuss the open Associate position that we have.  Please come in and have a seat.”  Be informative and friendly.  Keep a pleasant smile on your face and speak clearly.

Need a Record?

In some cases, you may want to record or film the interview for training purposes.  Ask the candidate’s permission before you do so and clarify your reasons.  If they decline, accept it and move on.

Additional Things to Consider

Determine how much time you need to gather all necessary information during the interview.  The candidate will most likely have questions so have a time frame in mind for how long you will allow.  If you plan on taking the candidate on a tour of the facility or to meet other team members, consider that when determining the amount of time, you will allow for the interview.

Avoid These Things

Providing the questions to the candidates in advance may be convenient, but it prevents you from hearing their honest responses.  The candidate is giving you their time and attention, so be respectful and give them yours.  Also, group interviews are often stressful for a candidate.  When you determine a candidate is a good fit, you can consider a casual group meeting.

Be Natural and They Will Be Comfortable

People interviewing are naturally nervous so try to make them comfortable.  This will allow their true personality to come through.  Ask a general question as an icebreaker, and then listen to what they have to say.  Did their kid just play Beauty in a third-grade play?  At that moment, you are fascinated by that.  People love to talk about themselves and, get used it, they especially love talking about their kids.  This tends to help them relax because it is a comfortable topic of which they are confident.  It also gives you insight to them and shows they have compassion.  Once you give them a few minutes to brag on little Janie’s performance, move to the interview. Keep in mind you do not need to have a checklist and a clipboard, with a look of formality.  Interviews should be a natural conversation, giving both you and the candidate a feeling of ease.

And lastly…

Be friendly and enthusiastic.  This will encourage the candidate to express their personality, so you can determine if they will be a good fit.  You already know they are qualified on paper, the interview is really the time to see if they will gel with your team.  Be patient, interview those who are qualified, and make them comfortable.  It will not be long, and you will have your team in place.