PAPERmaking! g FROM THE PUBLISHERS OF PAPER TECHNOLOGY Volume 4, Number 2, 2018
Bef ore you escalate a situation, be sure that you’ve made every effort to be fair, and that you’ve kept a written record of the problem behaviours, the impact of these behaviours, and the feedback that you delivered. This could reduce both pushback from your superiors or from the problem employee, and it may lower litigation risks or negative repercussions that might impact internal or public perceptions of your organization. Hopefully, it won’t rise to that level. But we understand that the daunting possibil ity is why some leaders choose to avoid potential conflict with a problem employee altogether. As noted, taking action is in the best interest of you, your team, and the employee in question.
Article 10 – Conflict
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