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101 Tough Conversations to Have with Employees: A Manager's Guide to Addressing Performance, Conduct, and Discipline Challenges Paperback


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101 Tough Conversations to Have with Employees: A Manager's Guide to Addressing Performance, Conduct, and Discipline Challenges + 2600 Phrases for Effective Performance Reviews: Ready-to-Use Words and Phrases That Really Get Results + 101 Sample Write-Ups for Documenting Employee Performance Problems: A Guide to Progressive Discipline & Termination
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Product Details

  • Paperback: 320 pages
  • Publisher: AMACOM; 1 edition (April 8, 2009)
  • Language: English
  • ISBN-10: 081441348X
  • ISBN-13: 978-0814413487
  • Product Dimensions: 8.9 x 6 x 0.8 inches
  • Shipping Weight: 1.3 pounds (View shipping rates and policies)
  • Average Customer Review: 4.2 out of 5 stars  See all reviews (56 customer reviews)
  • Amazon Best Sellers Rank: #17,129 in Books (See Top 100 in Books)

Editorial Reviews

Review

"The underlying premise of '101 Tough Discussions [sic]' is that if your employees are treated with respect, and workplace guidelines are clearly written and uniformly enforced, many problems can be avoided. But for the times when they can't, the advice in this book will be invaluable. It deserves a prominent pace in the office of anyone who is responsible for managing others." --Pittsburgh Post-Gazette

Book Description

Inappropriate attire, lateness, sexually offensive behavior, not to mention productivity and communication issues ... these are just a few of the uncomfortable topics bosses must sometimes discuss with their employees. 101 Tough Conversations to Have with Employees offers realistic sample dialogues managers can use to facilitate clear, direct interactions with their employees, helping them sidestep potential awkwardness and meet issues head-on.

This practical, solution-oriented book walks readers through some of the most common—as well as the most serious—employee problems they are likely to encounter. Covering everything from substandard performance reviews to personal hygiene to termination meetings, this handy guide helps managers treat their people with dignity, focusing not just on what to say but also on how to say it. This helpful book provides proven techniques managers can use to protect themselves and their organizations...and get the very best from their people.


More About the Author

Paul Falcone (www.PaulFalconeHR.com) is a human resources executive in Los Angeles and has held senior-level positions with Nickelodeon, Paramount Pictures, and Time Warner.

He is the author of a number of bestselling AMACOM and SHRM books, and four of his books have made SHRM's prestigious "Great 8" annual bestseller listings: 101 Sample Write-Ups for Documenting Employee Performance Problems, 101 Tough Conversations to Have with Employees, 96 Great Interview Questions to Ask Before You Hire, and 2600 Phrases for Effective Performance Reviews. Paul's newest book, The Performance Appraisal Tool Kit, was released in May 2013. Paul is also a long-term contributor to HR Magazine, a top-rated presenter at the SHRM national conference, and a faculty member in UCLA Extension's School of Business and Management. You can follow Paul on Twitter at @PaulFalconeHR.

Customer Reviews

It is well written and has been very useful to me.
M. Jara
I can find a similar issue in the book, rearrange it a bit to fit my situation, have my discussion, and then get back to work.
Just Me in MI
An excellent resource - VERY highly recommended to all managers!
Mobleymojo

Most Helpful Customer Reviews

31 of 31 people found the following review helpful By Just Me in MI on June 12, 2011
Format: Paperback
After years of being very content to be "behind the scenes", I was promoted to the Director of a division. I now have more than 30 people that I manage. Getting 30 people to produce great work product is hard enough, but "life" always sneaks in and can bring everything to a grinding halt. This book has been very helpful in showing me how to approach subjects that I really don't want to approach with people. Despite explaining what "casual dress" means dozens of times over the last few years, when I said everyone could have "casual dress" for the summer, someone suddenly thought that meant threadbare t-shirts and flip-flops. And that may be totally acceptable in some areas, but we're in an office building where security would definitely look at you twice if you were wearing something like that! We have office romances that have developed. We have people who used to be really great at their job and now are slipping. And on top of all of that, I still have 80 hours of work to do each week that doesn't include dealing with dress, sex, and slacking. While some may read this book and think "well, it's pretty much common sense, telling you to not put people on the defensive, phrase your words properly, etc.", it's great that I don't have to sit and think about it. I can find a similar issue in the book, rearrange it a bit to fit my situation, have my discussion, and then get back to work. I am very glad I have this book!
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15 of 16 people found the following review helpful By B. Armbruster on September 24, 2009
Format: Paperback Verified Purchase
This is a must have book for any beginner or seasoned manager, director, executive. Sometimes you do not always know how to put the right words together that are legally sound and that deliver the appropriate message without making your employee feel uncomfortable. This book has TONS of examples to get you through even the most awkward of situations. GREAT RESOURCE!!!
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68 of 87 people found the following review helpful By 063067 on December 26, 2010
Format: Paperback Verified Purchase
I am a graduate student in an MBA program and I bought this book thinking it would help me with an upcoming human resource management course. About half way through the first chapter, I began to feel a knot in my stomach as I read the authors solutions to workplace problems. I feel this book is more about maintaining the corporate power structure than it is about becoming a more effective manager. I'll give a few examples.

The author describes what a manager should say to a newly promoted first-time supervisor. According to the author, the manager should critique the employee's attire and explain that she is now expected to dress like a professional. (Wouldn't it have been enough to explain the dress code for management personnel and skip the personal attack?) Next, the manager should criticizes the employee's choice of workplace friends and suggests she abandon her former friendships and make new "higher-level friends", although the manager claims he is not dictating who the employee's friends should be; he's just offering his kindly advice. Finally, the manager tells the employee that he needs her to be a leader, but makes sure she understands that she is not permitted to make any decisions without his prior approval. In effect, the author recommends breaking in a new first-time supervisor by using humiliation and micromanagement to preserve the corporate power structure.

When the author addresses employee absenteeism, his solution is to lecture the employee about how allotted sick days are not to be used as extra vacation days and that the employee shouldn't use a sick day on a Monday or Friday because it gives the appearance they are taking advantage of company policy just to get long weekends. So this is what good managers do?
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19 of 24 people found the following review helpful By KMSmith on September 3, 2011
Format: Paperback
I've previewed several sections of this book online, and I am astounded by the author's recommended approaches for dealing with employees which strike me as condescending and offensive. For example, no manager worth his salt would consider telling his subordinate, a newly minted manager, that he will now have to reconsider his friends and upgrade his wardrobe in order to be effective as a manager. If these were concerns to begin with, why promote the individual?

Another example of poor approach was the suggestion that a manager confront his employee's defensiveness when criticized by employing further criticism during the talk about it. Perhaps the author might benefit from a read of Dale Carnegie's How to Win Friends and Influence People.

Don't waste your time or money on this one.
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8 of 9 people found the following review helpful By VDF on October 11, 2009
Format: Paperback
101 Tough Conversations to Have with Employees is an exceptionally intuitive book - It's as if the author were in the room at the time of the meeting! Falcone has an uncanny sense of knowing just how people will respond, and although he states in the introduction that "It's not just what you say but how you say it," the truth is that the "what" of his message is extremely important. He shows how to maintain an employee's dignity and respect while protecting your company legally, so you really can't ask for more. An exceptionally impressive work.
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4 of 4 people found the following review helpful By HR Office on September 17, 2012
Format: Paperback Verified Purchase
We have purchased multiple copies of this book for our current supervisors and managers. It's been a very useful resource for new supervisors who were "one of the guys" before the promotion, but now need to have tough conversations with their "buddies."
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