Dale Carnegie Moments
How To Deal With Employee Mistakes
Picture this: you have recently hired an employee whom you appreciate for his efforts to gain an understanding of your company. The issue with the employee is that he has developed an early propensity to make mistakes. Mishandling employees' mistakes could lead to higher turnover, so how do you effectively handle situations where an employee makes a mistake?
You have heard over and over again, "Everyone makes mistakes." The inevitability of these mistakes gives us a pressing need to handle them as effectively as possible.
Here is an effective approach to use when dealing with employees' mistakes.
Number 1
Build Rapport
Begin by putting that person at ease, and try to reduce his or her anxiety. One way to do this is to begin with honest appreciation that is supported by evidence. Choose a behavior that you have observed instead of giving an empty compliment.
Number 2
Relate to the Situation
Try to focus on the problem and not the person. You should give the person a chance to explain what happened and then let that person know what you know about the problem. By reducing defensiveness and not jumping to conclusions, the different perspectives will surface, and the root cause of the problem will be identified.
Number 3
Restore performance
Make an effort to remedy the problem. This will reduce the chance of the mistake happening again, and help restore the person’s performance.
Number 4
Reassure the team member
The employee needs to be reassured of his or her value and importance to the organization and of management’s support and encouragement. The employee should also understand that management is interested in and committed to the employee’s success and growth.
Number 5
Remove the member from his or her role (when necessary)
Sometimes you may find that the employee is not a good fit with a particular task, project, or department. You may need to explore what the employee’s strengths, interests, and goals are, and search for a better fit within the company.
(Source: Dale Carnegie Archives)
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