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Write down what you plan to say. Review the draft with your HR and peers for feedback. At the meeting, read what is written down and nothing else. End the me
by rawgabbit 4y ago
Write down what you plan to say. Review the draft with your HR and peers for feedback. At the meeting, read what is written down and nothing else. End the meeting.
In general, you want to criticize the BEHAVIOR; do not criticize the person.
Usually the conversation is like this: <your company> believes <rule> is nonnegotiable. This rule was broken when <details here>. If you continue to break <rule>, you are forcing me to take further action. To stress how important this is, I want you to take the rest of the day off. In the morning, I want you to sign and acknowledge that you have understood what we discussed today.
- codingdave 4y agoI would feel quite insulted if someone told me to take time off to think about things and then sign an acknowledgment. Seriously, that is how teachers treated us when we were 8 years old. If you are in a position where you need to hand down non-negotiable rules, then just do it and leave it at that. End your discussion after, "If you continue to break the rules, there will be consequences."
- rawgabbit 4y agoIf someone broke a nonnegotiable rule, their feelings is of lesser importance than a document trail in case a lawsuit is filed.
- codingdave 4y agoDocumentation that a meeting was held is sufficient for an audit trail.
- rahimnathwani 4y ago"Yes, we met on that day, but you never told me XYZ!"
- codingdave 4y agoThat is why you document the meeting. Record minutes. And save them. Don't require signatures of attendees, and definitely don't say "Go home and think about this." Signed acknowledgments is not how documentation works in governance processes. Meeting minutes and documented decisions are.
- rahimnathwani 4y agoWhat you're describing now is more than "Documentation that a meeting was held".