If you’re a manager who puts off delivering bad news to employees that need it, here’s what you need to know and do: Besides, if Caitlin doesn’t know what she needs to fix, her performance won’t improve.” Have the conversation before it’s too late. It sounds like an excuse, and one that tells me you need to build stronger relationships with your other employees. When I discipline her, she complains to her coworkers, who think I’m unreasonable.” “In my defense,” the manager says, “Caitlin’s a popular employee. “Sure, except you didn’t give the reprimand to Robert until after he voiced his concern.” “Won’t the regulatory agency see the date at the top of the reprimand and realize I wrote it before Robert raised the safety issue?” Now, whatever you decide seems like pregnancy discrimination to the Human Rights Commission.” You’re deciding whether to fire her when she announces her pregnancy. You keep hoping she’ll improve, but she doesn’t. “You’ve told me ‘Caitlin’ spends more time talking with coworkers than working. Now your reprimand seems seem retaliatory - and Robert’s an employee who feels justified in reporting his grievance to a regulatory agency.” You finally draft a written reprimand, but before you deliver it, Robert voices a safety concern in front of others. You dread telling ‘Robert’ what and how he needs to improve because he lashes out at you and remains sullen for days after you’ve counseled him. I listened to the manager’s reasons and told him, “Here are the risks you take. “It’s the ones you put off until too late.” “It’s not the difficult conversations that bite you the hardest,” I told the manager.
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