I'm a recently promoted medical director in an academic medical center and feel that I have been thrust into a no-win situation. I am surrounded by interpersonal problems among the staff and I really don't know where to begin to address this problem. The organization has not provided me with any training to deal with these situations. So far I have hesitated to confront any of the employees for fear of making things worse. I honestly didn't sign up to be a referee for the people who report to me. Any advice that you can provide will be sincerely appreciated.

Managers spend as much as fifty percent of their time on human resource related issues. This occurs at the first line level and even in the executive suite. I don't have time to address each of the situations you describe, but I can offer you some general guidelines when providing performance feedback to employees with a five-step process:

1. Engage Immediately

   Don't wait to the next performance appraisal to speak to the parties involved. The longer you wait the more difficult it will become for you to address these types of issues.

2. Be Specific

   Describe what you have observed in clear and specific terms. Be calm and professional in your delivery. It goes without saying that these types of meetings should be conducted in private.

3. Outline Consequences

   Make sure that you spell out the consequences of the behavior to the individual and the organization. Consequences may include impact on productivity, relationships and negative perception of the individual's value to the organization.

4. Encourage

   Let the individual know that you have confidence in his or her ability to perform at a higher level. Keep in mind the words of the French scientist and philosopher Blaise Pascal "I bring you the gift of these four words, I believe in you."

5. Follow-up

   One meeting regarding behavior or performance issues rarely brings results. When you find the employee acting in the way you requested, make sure to compliment him or her. If things do not improve, set up another meeting to remind the employee of your agreement and to provide additional coaching.

Successful managers don't hesitate to provide performance feedback when it is needed. They communicate in a way that is non-judgmental and professional. They realize that, in many respects, they are delivering a gift to the employee which will help in his or her professional growth. It takes courage to conduct feedback sessions, but a reluctance to do so will ultimately hurt the manager, employee and the organization.

Copyright , Mark J. Campbell. All rights reserved.
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"Mark Campbell partners with organizations for leadership development. For a complimentary subscription to his newsletter, "The Insightful Leaders," go to www.mjcampbellassoc.com."

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