Story highlights:

Setting clear expectations, getting employees to agree on performance gaps, explaining consequences of not meeting expectations and follow-through are key in managing employee performance 

I had to take my daughter’s phone from her last week. I don’t like that I had to do that, but I had a responsibility to take her phone. We have a rule in our house. Having a smartphone is a privilege and certain actions can result in a phone being taken away. One of those actions is a grade of a C or lower. My daughter’s Pre-AP Algebra 2 grade dropped to a 77%.

From the day we bought her first phone, my daughter has always known that any grade less than a B will result in loss of phone privileges. My daughter can see her grades daily online, as can her father and I. The expectations are set and clear. She has every possible opportunity to keep her phone, simply by maintaining excellent grades.

So, I don’t have to feel guilty about taking her phone away. There’s no benefit to her for me to go soft and let her slide. For what would I be teaching her if I let her slide? I’d be teaching her that she can slack and get away with it. She’d learn that my word is not solid. The focus and determination in academics my husband and I are trying to instill in her would be harder for us to teach. So, the consequences stick and it is indeed for her best.

As a supervisor or manager, can you easily set expectations and deliver consequences?

If you are a parent, you likely can easily set expectations for your child, issue consequences and not feel guilty about it. You know what you’re doing is best for your child. But, can you behave the same way at work?

Can you follow through on consequences, knowing employees were clear on your expectations? Can you discipline your employees without feeling guilty?