57
Correcting Repeated Mistakes by a Direct Report

STRATEGY

Managers are a movie critic's delight: they have to play so many roles. Some of these roles are compassionate, others strict. Which role should you choose to correct a direct report who makes repeated mistakes? If the direct report is new, the role of mentor supporting a fledgling employee is in order. If the direct report is a veteran, a stricter taskmaster role might be in order and a headache may loom on the horizon. That's because established workers may see attempts at corrective support as criticism of their performance. The potential for confrontation is ripe. The goal of this script is to help you, no matter which role you choose. The key is your understanding and accepting that your primary goal in all interactions with direct reports is supervising successful completion of assigned tasks.

TACTICS

  • Attitude: Your attitude should be confident and authoritative. You are carrying out your role as an effective supervisor. The expertise you share to help solve the problem establishes a position of supportive command.
  • Preparation: Determine if the mistakes you've observed are random or recurring. Begin to document the mistakes being made. Self–evident mistakes are easy and quick to prove, while less obvious mistakes will take more time and effort to document. Write down the examples that you have seen and keep a record of complaints from others. Review your information to determine the pattern of mistakes. Finally, decide on solutions to correct the problems.
    Flow diagram depicting a course of action for 57. Correcting Repeated Mistakes by a Direct Report with an opening statement, situations, and responses.
  • Timing: Convene a meeting as soon as documentation and solutions are established to your satisfaction. However, be aware that a sudden stumble by a veteran employee can be a signal of job unhappiness. You need to read this and act quickly.
  • Behavior: Come out from behind the desk for this meeting and sit with your direct report. That will demonstrate you're interested in helping them solve a problem, not in chastising them for causing one. Clearly present your concerns and documentation, and then offer solutions. Since the documentation can't lie, expect discomfort and excuses. The intensity of excuse‐making will be in direct proportion to seniority. A new person will work with you more quickly…but an experienced subordinate will ultimately come around as well.

ADAPTATIONS

This script can be modified to:

  • Correct a direct report who repeatedly ignores required office protocol and procedures.

KEY POINTS

  • Approach the problem as a supportive supervisor not a vindictive snoop.
  • Gather documentation which exemplify the mistakes being made.
  • Be ready with solutions to solve the problem but encourage the employee to come up with their own solution.
  • Exhibit confidence in their ability to make corrections.
  • Reaffirm your support by offering accessibility to help with future problems.