When a manager needs to address a performance problem or situation by asking an employee to change behaviour in some way, the employee is usually not happy to hear the negative information and can easily become defensive. Using the DESC Intervention Model.
- (describe the specific situation (D),
- clarify the effect of the situation (E),
- state specific future expectations (S)
- and communicate consequences(C)
focuses performance problem discussions on the behaviour and performance standards and avoids judgments about the person.
Step 1: Describe
- Knowing that people often react to uncomfortable situations by becoming defensive or angry, the manager needs to first get the other party to agree to the performance facts
- Specifically state the performance facts – the gap between what is expected and the employee’s behaviour and performance results.
- Keep it manageable in scope – stick to the current performance issue and don’t bring past issues into the conversation.
- Avoid commenting on their motive, intent, or personal characteristics.
- Gain agreement from the employee on the performance facts – the gap between actual and desired performance – before moving on with the discussion.
- It is natural to want to explain or justify poor performance, but if the employee attempts to talk about other issues or reasons for the performance gap, avoid that discussion until there is agreement that the performance in question is unacceptable.
Step 2: Effect
- It is important to do some homework before having a discussion regarding the impact of present performance. Identifying how the performance problem affects customers, team members, cost, quality and/or other departments is critical to addressing the “So what?” question that gives performance problem discussions legitimacy. It gives performance feedback the credibility and importance that doesn’t get delivered when the “impact” of poor performance is absent. Again, keep it:
- Specific – the measurable impact.
- Legitimate – show the clear connection between performance and impact.
- Succinct – as concise as possible.
“It is important to do some homework before having a discussion regarding the impact of present performance.”
Step 3: State
- In the “State” stage of the DESC model, the manager needs to deliver clear future performance expectations using “I” statements. Avoid disguised “I” statements that ascribe motive, intent, or personal characteristics. For example, a good “I” statement is: “The production group is behind their schedule because they are not receiving the quality data they need every day. I need you to ensure that you get the quality data in before 3 p.m. every day.” A bad “I” statement is: “I feel that you lack the initiative necessary for this job – you need to do the job the right way so others can rely on you.”
An effective method for delivering “I” statements is:
- State the impact of the present problem.
- Clearly communicate feelings – when appropriate.
- State expectations.
- Make it crystal clear what is expected in the future and, if necessary, provide a timeline for performance improvement.
It is always helpful if the action steps for correcting the situation come out of the employee’s mouth – not the manager’s or supervisor’s.
This last step makes it more likely that the employee is committed to changing their behaviour.
Step 4: Consequences
Clearly spelled-out consequences are a necessary part of the process. Ensure the employee understands his or her responsibility for improvement efforts and clearly explain the consequences for failure to improve or change performance and what the consequences will be for positive improvement or change. One of three things will result from performance problem conversations: The performance will improve, remain the same, or deteriorate. Your job as a manager is to increase the odds that the performance will improve. If it doesn’t, following up on the consequences is a critical management responsibility. Using idle threats or not following through with consequences will define the supervisor and manager in the rest of the team’s eyes.
Through appropriate consequences, managers can either build or erode their power – their ability to influence their group.
“Your job as a manager is to increase the odds that the performance will improve.”
Key Takeaways
- Choosing to either ignore or address a performance problem is a watershed moment in a manager’s career. Ignoring the performance problem creates a poorly performing culture.
- However, managers who successfully navigate the challenges of dealing with employees who are performing at an unacceptable level create a culture where good performance is honoured while at the same time increasing their respect, credibility and influence. Managers can use the DESC
Intervention Model to balance task issues and people issues:
- describe the specific situation (D)
- clarify the effect of the situation (E)
- state specific future expectations (S)
- communicate consequences (C)