n that Grant will do what needs to be done. Ask for clarity, understanding, and agreement on date and time for completion. Fred is looking for commitment from Grant that the task will be done. This is the accountability conversation, closing all the escape doors. At the end of the conversation they will both know what will be done by the drop dead date.

If Grant's answer is nothing, then it's time for Fred to restate his expectations, deliver a

Fred, a manager, needs to teach Grant, his employee, that there would be consequences for poor performance. Let's use a three-month project that Grant had failed to start as an example of how to go back and fix a problem that Fred inadvertently caused.

Step One: Delegate clearly. This was the step Fred did do pretty well. He specified the results he was looking for, by when, and what costs.

Step Two: Set a benchmark for partial completion. In the future, Fred needs to establish benchmark dates when sequential pieces of the project must be accomplished to insure completion before the drop dead date his management is expecting. He also needs to check for understanding and ask Grant if he needs help.

To insure Grant will get the new process, Fred must specify when he wants Grant to get back to him with the first part of the project done. . . in this case, choice of a vendor and preliminary budget figures. Because this is now a rehab project, Fred can't allow too long a time before the first deadline. He also can't miss checking in on the agreed upon date.

Step Three: Deliver consequences for less than stellar performance. If, by this first deadline date, Grant hasn't found a vendor and started to put together the costs, it's time for Fred to apply pressure to move Grant to action. Fred needs to use the first indication of lack of performance to reinforce his new expectations for changes in Grant's behavior.

Fred needs to ask Grant, "What do you need from me to make this happen now?" If the answer is anything but nothing, it's time for Fred to have a coaching conversation with Grant: What have you done? What steps have you already taken? What's your process? What additional resources do you need?

This is a conversation, a dialogue, not a monologue, with the stated expectation that Grant will do what needs to be done. Ask for clarity, understanding, and agreement on date and time for completion. Fred is looking for commitment from Grant that the task will be done. This is the accountability conversation, closing all the escape doors. At the end of the conversation they will both know what will be done by the drop dead date.

If Grant's answer is nothing, then it's time for Fred to restate his expectations, deliver a c

> In the future, Fred needs to establish benchmark dates when sequential pieces of the project must be accomplished to insure completion before the drop dead date his management is expecting. He also needs to check for understanding and ask Grant if he needs help.

To insure Grant will get the new process, Fred must specify when he wants Grant to get back to him with the first part of the project done. . . in this case, choice of a vendor and preliminary budget figures. Because this is now a rehab project, Fred can't allow too long a time before the first deadline. He also can't miss checking in on the agreed upon date.

Step Three: Deliver consequences for less than stellar performance. If, by this first deadline date, Grant hasn't found a vendor and started to put together the costs, it's time for Fred to apply pressure to move Grant to action. Fred needs to use the first indication of lack of performance to reinforce his new expectations for changes in Grant's behavior.

Fred needs to ask Grant, "What do you need from me to make this happen now?" If the answer is anything but nothing, it's time for Fred to have a coaching conversation with Grant: What have you done? What steps have you already taken? What's your process? What additional resources do you need?

This is a conversation, a dialogue, not a monologue, with the stated expectation that Grant will do what needs to be done. Ask for clarity, understanding, and agreement on date and time for completion. Fred is looking for commitment from Grant that the task will be done. This is the accountability conversation, closing all the escape doors. At the end of the conversation they will both know what will be done by the drop dead date.

If Grant's answer is nothing, then it's time for Fred to restate his expectations, deliver a

get figures. Because this is now a rehab project, Fred can't allow too long a time before the first deadline. He also can't miss checking in on the agreed upon date.

Step Three: Deliver consequences for less than stellar performance. If, by this first deadline date, Grant hasn't found a vendor and started to put together the costs, it's time for Fred to apply pressure to move Grant to action. Fred needs to use the first indication of lack of performance to reinforce his new expectations for changes in Grant's behavior.

Fred needs to ask Grant, "What do you need from me to make this happen now?" If the answer is anything but nothing, it's time for Fred to have a coaching conversation with Grant: What have you done? What steps have you already taken? What's your process? What additional resources do you need?

This is a conversation, a dialogue, not a monologue, with the stated expectation that Grant will do what needs to be done. Ask for clarity, understanding, and agreement on date and time for completion. Fred is looking for commitment from Grant that the task will be done. This is the accountability conversation, closing all the escape doors. At the end of the conversation they will both know what will be done by the drop dead date.

If Grant's answer is nothing, then it's time for Fred to restate his expectations, deliver a

nce to reinforce his new expectations for changes in Grant's behavior.

Fred needs to ask Grant, "What do you need from me to make this happen now?" If the answer is anything but nothing, it's time for Fred to have a coaching conversation with Grant: What have you done? What steps have you already taken? What's your process? What additional resources do you need?

This is a conversation, a dialogue, not a monologue, with the stated expectation that Grant will do what needs to be done. Ask for clarity, understanding, and agreement on date and time for completion. Fred is looking for commitment from Grant that the task will be done. This is the accountability conversation, closing all the escape doors. At the end of the conversation they will both know what will be done by the drop dead date.

If Grant's answer is nothing, then it's time for Fred to restate his expectations, deliver a

n that Grant will do what needs to be done. Ask for clarity, understanding, and agreement on date and time for completion. Fred is looking for commitment from Grant that the task will be done. This is the accountability conversation, closing all the escape doors. At the end of the conversation they will both know what will be done by the drop dead date.

If Grant's answer is nothing, then it's time for Fred to restate his expectations, deliver a close in due date, and ask for agreement that the job will be done by then.

With Step Three, Fred is going for accountability and commitment, an assurance by Grant that he will do what he needs to do to get the job done by the deadline. Fred needs to go for this commitment now to teach Grant that Fred really does expect him to do his work on time.

Step Four: Drop Dead Date Compliance. Fred's most important task this day is to ask for the deliverable. If he doesn't ask, all the hard work of teaching Grant a new lesson will be lost. Grant will have had one more chance to learn that Fred doesn't care if work that is promised is really delivered.

If Grant delivers, great. Fred can take the next step, set expectations for what the next part of the project is and when it is to be delivered.

If Grant doesn't deliver what was expected, time for a counseling conversation.

What is the difference between coaching conversations and counseling conversations? Coaching is when the person hasn't delivered but says they want to. It is a slip between what is attempted and what is accomplished.

Counseling is needed when people won't deliver what they have promised.

What you have been inadvertently teaching your employees? Have you been undermining the productivity you say you want by rewarding bad behavior?

See the articles that discuss this further:

Teaching Employees to Underperform, Coaching Conversations, and Counseling Conversations at