Turnaround Interview®
Turn off your people problems, not your people
We all face the problem
They’re really great
people but…
• They’re always late
• They’re wearing sweatpants and
flip-flops
• They forget their safety glasses
• They don’t complete the paperwork
• They’re on Facebook all morning…
Some folks change the deal on you…
I’m going to stop at
Timmie’s and cruise in
around 10, okay?
Would they have
told you in the job interview
about what they’re doing
now?
Avoiding Corrective Action:
Broken Windows Theory
Turnaround Interview® is a habitbreaking tool…
A controlled, focused, adult
to adult conversation that
produces commitments
people want to keep.
…So you can avoid discipline
Serious
offenses
Disciplinary
action or
dismissal
Routine,
“bad habit”
offenses
Fixes most
small
problems
For big
problems or
small ones that
don’t respond
People are predictable
We learn defensive
tactics as kids
We perfect them as teens
And we use them at work
Defensive reactions
Deny it!
But I didn’t touch
the cake!!!
Trivialize it! [and attack]
It’s only 10:30. And
none of the other
Moms hassle their kids!
Say you can’t help it!
Mom, Dad? Hi, it’s
me. First thing…this
is so totally not my
fault. I like just
couldn’t help it…
Say you’ll try real hard and escape!
I’ll REALLY sorry and I’ll
really try. Are we done?
Grown-ups use the same tactics
Late???
When was I
late.
It’s just a
few
minutes…
I can’t
afford a
new car…
I’ll try to
be on time.
The steps of the Turnaround Interview®
Key Question
Step 1
Step 2
I think we agree that this has
happened X times in Y weeks.
Right?
Do you agree this shouldn’t go
on forever?
Defense
Aim
Denying the
behaviour
Agreement to a pattern of incidents – to
change something one must first agree
that it is being done
Trivializing /
attacking your
right
Agreement to the need to change –
rejecting the consequences of not
changing
Step 3
What could you do to
eliminate / control this
behaviour?
Denying control
over the
behaviour.
Problem Solving – A menu of constructive
steps
Step 4
What does it make sense to
do now?
Vague promise /
easy out
A measurable commitment - The employee
must promise to do something you can
measure by a certain time.
Close
You made a promise here today. It takes courage to change
a habit. You word is good with me. I respect your
commitment. I’m counting on you.
Emotional attachment to the solution –
personal pride is the only sustainable
motivator.
Reminder: When to do a TI®
• Minor issue
– It doesn’t require discipline
• Pattern is forming
– NOT a single incident. Deal with isolated
minor incidents by informal coaching.
• You have made notes of previous coaching
– A TI® needs several concrete examples
of the behaviour. They shouldn’t be a
surprise
Controlling the conversation
•Setting
•Body language
•Voice
•Getting under way
Getting underway
You’re probably wondering
why we’re here, so l’ll get
to the point
I’ve noticed that you’re
starting to struggle with...
You probably don’t realize
how often we’ve talked
about this, but take a look
at this…
Step 1
Can we agree that this has
happened X times in Y
days / weeks?
Step 1: It’s happening a lot
•Use document to break
negative body language
•Question without asking
questions
•Lock in
Step 1 defensive reactions
Whatever –
if you say
so…
[Sniffle]
But I had an
excuse!
I recall this
one but not
the others!
Step 2
Can we agree that it
shouldn’t go on forever?
Step 2: Yeah, it shouldn’t go on
forever…
Step 2 defensive reactions
It’s only a
few
minutes…
What about
the big stuff
going on?
What about
everyone
else?
I’ll just work
late then…
Step 3
What could you do to [do the
right thing]?
Step 3: Inviting the employee to
take control
Don’t take the job away
from the employee
Ask “what else?”
Prepare for defences
Step 3 defensive reactions
I don’t
know...
Why are you
harassing
me?
That’s just
the way I
am…
Maybe you
could drive
me to work…
MORE Step 3 defensive reactions
What do you
want me to
do?
You’re so
right. You
care so much
I live 80 km
away and have
an old car
Can I go think
about this?
Step 4
What does it make sense to do
now?
Avoiding the dodge…
“I’ll try” or “I’ll just fix it”
are not acceptable
answers.
Also, you need agreement
to a reasonable measure.
The Critical Closing
Amplifying the commitment
Amplifying the commitment
• Stress to the employee the commitment
that has just been made.
• Use sincere words that create a powerful
emotional reaction and attach to the
person’s sense of character:
– “I’m really impressed by what you’ve
done here. You made a real promise to
me. It takes courage to commit to
change a habit and to keep your word. I
respect that. I’m counting on you.”
Special strategies for attendance
What do you expect?
I’m not a doctor.
I can’t help missing
time.
Locus of Control
Internal locus
I control my own
future and shape my
own world.
External locus
The world won’t let me
do what I want.
Guiding the employee to take control
• Does your doctor know how much time
you’re missing?
• What would she do if you showed her
this summary?
• Would it make sense to find out?
• When could you make an appointment?
• What about doing it now?
• What will you ask?
– That’s a great question! Why don’t we
write it down so we don’t forget.
Another attendance strategy
• Ask the employee:
– Look at the number of days you have
missed...
– Was there a medical NEED to be off on
every one of those days?
– Is there anything you COULD do to
reduce the number of days missed?
The power of commitment
•Appeal to the sense of
personal integrity
• Change the internal
dialogue
Questions…
1-800-310-8168
ti@montanahr.com