he or she is being punished. 2. Not getting the other person’s point of view or their interpretation of the facts. 3. Letting the subordinate talk the manager out of the required punishment. 4. Failing to maintain some record of what has gonTHE MARGINAL PERFORMER: Every manager must, from time to time, deal with a marginal performer — an employee whose work, for the most part, is satisfactory, but who regularly fails in some specific area or areas to maintain a satisfactory level of performance. The work of the marginal performer can be classified as substandard in some cases but not so poor as to warrant immediate termination.

FIVE DEADLY SINS FOUND IN REPRIMANDING EMPLOYEES: 1. Lacking a complete understanding of the rules and/or not making them clear to others. 2. Ignoring the seriousness of an offense as well as any mitigating and aggravating circumstances. 3. Failing to get all relevant facts and acting on hearsay evidence. 4. Procrastinating in taking action against violations. 5. “Flying off the handle” or losing one’s temper.

FIVE MORE DEADLY SINS FOUND IN REPRIMANDING EMPLOYEES: 1. Being unclear in letting the other person know what the precise offense is for which he or she is being punished. 2. Not getting the other person’s point of view or their interpretation of the facts. 3. Letting the subordinate talk the manager out of the required punishment. 4. Failing to maintain some record of what has gone

el of performance. The work of the marginal performer can be classified as substandard in some cases but not so poor as to warrant immediate termination.

FIVE DEADLY SINS FOUND IN REPRIMANDING EMPLOYEES: 1. Lacking a complete understanding of the rules and/or not making them clear to others. 2. Ignoring the seriousness of an offense as well as any mitigating and aggravating circumstances. 3. Failing to get all relevant facts and acting on hearsay evidence. 4. Procrastinating in taking action against violations. 5. “Flying off the handle” or losing one’s temper.

FIVE MORE DEADLY SINS FOUND IN REPRIMANDING EMPLOYEES: 1. Being unclear in letting the other person know what the precise offense is for which he or she is being punished. 2. Not getting the other person’s point of view or their interpretation of the facts. 3. Letting the subordinate talk the manager out of the required punishment. 4. Failing to maintain some record of what has gon

ding of the rules and/or not making them clear to others. 2. Ignoring the seriousness of an offense as well as any mitigating and aggravating circumstances. 3. Failing to get all relevant facts and acting on hearsay evidence. 4. Procrastinating in taking action against violations. 5. “Flying off the handle” or losing one’s temper.

FIVE MORE DEADLY SINS FOUND IN REPRIMANDING EMPLOYEES: 1. Being unclear in letting the other person know what the precise offense is for which he or she is being punished. 2. Not getting the other person’s point of view or their interpretation of the facts. 3. Letting the subordinate talk the manager out of the required punishment. 4. Failing to maintain some record of what has gon

ing in taking action against violations. 5. “Flying off the handle” or losing one’s temper.

FIVE MORE DEADLY SINS FOUND IN REPRIMANDING EMPLOYEES: 1. Being unclear in letting the other person know what the precise offense is for which he or she is being punished. 2. Not getting the other person’s point of view or their interpretation of the facts. 3. Letting the subordinate talk the manager out of the required punishment. 4. Failing to maintain some record of what has gon

he or she is being punished. 2. Not getting the other person’s point of view or their interpretation of the facts. 3. Letting the subordinate talk the manager out of the required punishment. 4. Failing to maintain some record of what has gone on, why the punishment was given, and what the next step will be if the matter is not corrected. 5. Nursing a grudge or “holding it against the employee” for having had to be disciplined.