![]() This approach doesn’t allow the employee to dodge accountability, but neither is it a vicious reprimand. In this scenario, you’re directing (and redirecting) the conversation back to the central issue: what you CAN control. We control our reactions, we control certain parts of the reports, etc." And right now, there are things we control. I don't want to talk about anything outside of our control. ![]() Boss: "Listen, I don't want to talk about Bob.Pat: "I told you, I don’t control anything.Boss: "OK, I hear that, but I don't want to talk about Bob.So instead, let’s redo that conversation using the 6 words I mentioned above: “Let’s discuss what we CAN control.” And all of those topics are more actionable than griping about Bob and the Accounting Department. Pat may escape a conversation about why they didn’t inform the boss of this problem sooner, or why they didn’t work more effectively with Bob, or why they didn’t submit the other parts of the report, etc. And this allows Pat to sidestep any real accountability. If Pat says their line with enough intensity, many bosses will get sucked into a conversation about Bob and how Bob didn’t get the numbers, or the Accounting Department, or whatever. Pat: "Well I can't possibly control that because Bob in Accounting didn't give me the numbers I needed to finish the report.".Boss: "Pat, the report I needed from you is past deadline.".
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