The most vital skills a manager needs today is the ability to counsel employees on performance. It is often the one-to-one interaction between a manager and individual that brings about major performance improvements. If it is not done well, a counselling session can damage the relationship between manager and team member.

Managers often avoid the opportunity to counsel staff. Surveys have shown that they avoid this fundamental management skill for a number of reasons:

• It is better to let sleeping dogs lie.
• They are afraid to open a can of worms.
• They feel uncomfortable in the role of counsellor.
• The risk is greater than the reward.
• They believe that you can’t change people.
• They have never had any training.

To create an appropriate climate during the counselling session, the manager/staff member relationship must be supportive and developmental. If the staff member sees it is a develop- mental conversation rather than a stressful confrontation, they will he more receptive to change. A stressful confrontation between manager and staff member undermines the supportive relationship required to create the appropriate climate.

The ideal manager is a “helper”, who provides support for staff. Motivational skills centre around helping skills. Since direct help is not always helpful, deciding what assistance to provide in a given situation is a skill in itself. The combination of listening and helping is counselling.

Conducting successful counselling

You are ready to begin a counselling session. You feel confident. You have completed the preparation details. You have reviewed the counselling pitfalls and will avoid them. Someone will answer your phone. You are ready to listen. Your notes and pencil are in front of you. Your employee walks in.

1. You put the employee at case by being warm and friendly.
2. You define the reason for the discussion.
3. You express your concern about the area of performance you feel needs to he improved.
4. You describe the performance problem or area that needs improvement and define its impact on you, the employee, the unit and the company.
5. You acknowledge and listen to the employee’s feelings.
6. You seek the employee’s opinion on ways to improve performance.
7. You ask open ended questions to encourage employee analysis and to draw out specific suggestions.
8. You let the employee know that you respect his or her ability to solve, problems and develop solutions.
9. You offer suggestions when appropriate, but build on the employee’s ideas where possible.
10. You agree on appropriate actions.
11. You schedule a follow up meeting to ensure accountability to provide feedback on progress [within ten days.
12. You promise to provide feedback on progress.

The session is over. You are relieved and pleased that it went so well. Congratulations!