Summary: <a href="https://www.complianceandethics.org/wp-content/uploads/2015/02/turteltaub-adam-200x200.jpg"></a>By Adam Turteltaub<br> <br> Most of the time people look at the termination of a problematic employee as solving a problem. <a href="http://www.LinkedIn.com/in/bobwoolverton">Bob Woolverton</a> of Top Tier Leadership Training believes that thinking is a mistake. As he points out in this podcast, it’s not an end point. Instead, it’s the time to start, if you haven’t already, assessing how the organization got to this point.<br> <br> The employee’s supervisor was responsible for ensuring the worker’s success and safeguarding his or her welfare. The termination begs several questions the manager should be asking:<br> <br> * What should or could I have done to prevent this from happening?<br> * What is my culpability?<br> * If it’s a policy violation, am I certain the employee understood the policy, or did we just have him/her sign off?<br> * Did the policy not make sense in this environment?<br> * Was there an opportunity for misapprehension or misapplication?<br> <br> The bottom line it is the time to start a reassessment process.<br> <br> On an ongoing basis he recommends organizations’ managers take a “rudder tap” approach. What this means, in practice, is providing small adjustments to course when things begin to go awry, rather than waiting until things are so far off that a bad outcome is inevitable.<br> <br> Making this method successful requires fostering an environment where people – both employees and managers – understand that corrections can be positive and a part of a healthy corporate culture.<br> <br> Listen in to learn more about how a termination can lead to a process of positive change for the organization.
