Reframing a Collaborator

Reframing a collaborator is a delicate exercise.

Before reframing an employee, you must know how to lead a team, it is the role of a good manager.

Why reframing a collaborator?

Your collaborator does not give you satisfaction, it is less effective and less efficient. You feel him demotivated, he has difficulty to respect the instructions you have given him and he no longer has a good behavior at work (aggressive, is always late, no longer respects the deadlines, too weak results, etc.). So you are going to act while there is still time.

Your main goal is to establish your authority so as not to create a precedent within your team.

Reframing a collaborator is a delicate exercise that requires a lot of diplomacy to avoid a conflict that could persist over time.

How to reframe a collaborator?

What is essential, is to avoid the ostrich policy and postpone what could be done today or in the very short term, because the situation will deteriorate and the negative remarks of the manager against his collaborator, will accumulate.

That is why a reframing interview is essential.

Reframing maintenance

The reframing maintenance consists in making aware of the problem to the managed and to find solutions with him.

However, reframing maintenance will not be performed hot, the most appropriate time will be when the subordinate is most receptive.

On the other hand, if a slip occurred before witnesses, it is advisable to intervene immediately to mark the spirits.

The reframing maintenance will take place in several phases:

* Prepare for the interview with your ideas:

- The consequences of skidding,

- The reproaches you wish to make,

- facts.

* Expose what you expect from him:

- be precise and intelligible in your approach to make you understand,

- ask him to find solutions to make him accountable.

* Listen to the collaborator to find out:

- at first, if he understood what you are asking him and what you are expecting from him.

- in a second step, you can listen to his different proposals. If they are not suitable for you and if they are inadequate, ask him to make other suggestions for your work.

The role of manager

During the interview, the manager must stand firm without making a crisis of authority.

It is therefore necessary to find the right balance to "break the abscess". As a result, the manager will react to the slippages of managed by putting him back on the right path while preserving good relations.

Avoid an aggressive tone, undertones, generalizations. Invite the managed to collaborate.

The situation is at an impasse

You met your collaborator during a reframing interview, however the latter did not take into account your requests and suggestions.

In this case, it will be advisable to recall the rules of the company and to harden the tone by threatening him with sanctions. His behavior must not interfere with the proper functioning of the team.

It is sometimes necessary to make an example so that everyone understands who is the manager.

As a last resort, it will be useful to use the HRD to take appropriate action.

However, do not forget that any employee is entitled to error, especially if:

* You have overloaded him with work,

* You asked him to have very flexible schedules,

* Or if you have given him several functions.