The Leadership Problem Solver: Actionable Insights for Today's Challenges - distractions at work
- linnearader
- Apr 7
- 7 min read
Introduction
This blog series offers practical strategies for leaders facing common workplace challenges. Drawing from my 19+ years of experience, I'll share actionable solutions that have consistently delivered results for my teams.
While these approaches have proven effective in my experience, I recognize that leadership styles vary widely. These posts represent my perspective rather than universal truths—take what resonates and adapt it to your unique situation. And of course, for issues requiring legal expertise, consult with qualified professionals.
Today's Leadership Challenge
Today’s challenge is one that we can all likely relate to – an employee going through a tough time. Here’s the situation that was brought to me:
One of my employees is struggling, please call her Delores. Delores’s spouse is struggling medically, and her mind is there and not at work. She is making errors, like big ones. Errors that are costing my business thousands of dollars. Delores has damaged equipment, and I don’t think she is driving carefully. I know I need to address it, but I don’t know how to without looking like a heartless boss. What do I do?
Safety First
First, you must get this addressed quickly. From the safety perspective, Delores is putting herself at risk as well as everyone driving on the roads with her. When the level of distraction gets to the point of being unsafe, the time to address it is NOW. This could go from property damage to injury in the blink of an eye.
Starting the Conversation
I recommend having a conversation with Delores right away. Start by asking a question, something like “Delores, there have been several situations lately (provide the details of those situations) that are concerning to me. I’m worried about your safety and those around you. How can we get these concerns addressed?”
Then…. wait. Wait for a response. Delores needs to get the opportunity to think through her response and then actually respond. These waiting periods sometimes feel like they are taking forever, but you must wait for her response.
When asking questions, you really never know what the response could be. So, I’ll give some general guidance based on a few of the responses I can reasonably assume are coming.
Scenario 1: When Your Employee Acknowledges the Issue
Delores explains that she is distracted by her spouse’s medical condition and can’t focus on work.
Acknowledging the concern is immensely helpful. I would explain my appreciation of understanding the concern to Delores and then set the expectation; we must be safe at work and limit distractions. If she has ideas on ways to help focus, great, if she doesn’t, task her with compiling a list and returning to discuss the list tomorrow. In the meantime, remove her from safety centered work.
Building Accountability: Next Steps
Delores must own the corrections, this builds accountability. If you provide your ideas, it will likely not result in success.
You must meet Delores the next day. Don’t delay or put it off.
In this meeting with Delores and go over her list, provide any feedback that you have and ensure that the plan will address your concerns. Again, reiterate the expectation of safety and limited distractions, and provide a schedule for check-ins. This is like, or really an example of, a performance improvement plan.
Check in regularly at first and, if successful, less often as the focus improves. The follow-up meetings are an especially important part of the process to ensure Delores’s progress, provide feedback, and determine the next steps. In these meetings be sure to:
1. Set the Tone and Purpose
Be Clear and Positive: Start the meeting by explaining why you’re having the meeting; review progress, offer feedback, and discuss the next steps. Be sure to focus on improvement and growth rather than solely on past shortcomings.
Create a Safe Space: Encourage open communication by ensuring the employee feels comfortable sharing their perspective.
2. Discuss Progress
Review Expectations: Begin by going over the specific expectations set in the original meeting. Discuss whether they are being met, partially met, or not met.
Provide Specific Feedback: Discuss what the employee has done well. Also, highlight areas where further improvement is needed and provide examples. Focus on solutions.
Ask Questions: Ask the employee to share their thoughts on their progress, challenges, or any obstacles they've encountered. This helps in understanding their perspective and can uncover underlying issues. It also continues the accountability demonstrated in the initial meeting.
3. Offer Additional Support or Resources
Offer Assistance: If the employee has faced challenges that are getting in the way of success, offer additional training, mentorship, or clarification on expectations.
Provide Tools for Success: Discuss any tools, resources, or changes in the work environment that may help the employee improve.
4. Clarify Next Steps
Set a Follow-up Schedule: Outline the timeline for the next check-in or follow-up meeting to ensure continuous progress monitoring.
Reaffirm the Goal of Improvement: Reiterate that the primary aim of the meetings are to help the employee succeed and improve.
5. Document the Meeting
Document the Discussion: After the meeting, document the conversation, including feedback, and any agreed-upon next steps.
Scenario 2: When Your Employee Becomes Defensive
Delores gets defensive and blames someone or something else for the damage and concerns.
Unfortunately blame and denial are very real possibilities in these situations. Also, unfortunately it is that by not having any ownership in the problem, building ownership in a solution will be difficult if not impossible.
When encountering blame and denial the next step should be to outline the situations and concerns in detail. I.E., on X date this damage occurred as a result of X, Y, and Z, this cost the company $X. Go on to explain that expectations of the position include completing jobs safely and efficiently. Whatever behavior or situations are causing the problems must be addressed immediately.
Depending on the severity of the damages and level of concern about continued safety, it may also be time to utilize your disciplinary policy to better raise Delores’s attention to the problem.
When blame and lack of accountability enter situations, the kinder, gentler, more empathetic approach is not successful. While it would be nice to be able to approach every situation in that way but, in my experience, the result is the employee, Delores in this case, will not understand that the situation is any fault of hers and that others have changes to make, not her.
Some strategies to utilize in this situation are:
Use facts and examples:
Document specific incidents with dates, times, and details.
Create a visual timeline showing errors and their financial costs.
Frame as pattern recognition, not blame:
Explain the pattern of behaviors and events you’ve noticed. Ask Delores to talk about what the incidents have in common.
Use questions to cause Delores to think differently about the situations. Ask:
What do you think might happen if these incidents continue?
How would you manage this situation if you were in my position?
What would our safety protocols recommend in this situation?
Share the bigger picture consequences:
Outline potential impacts on individual safety, team safety, relationships with customers or clients, and potential liability.
Explain how continued issues could affect Delores’s career and Delores’s team.
Follow up with written documentation:
Send a recap email or written letter that states what was discussed and the agreed-upon next steps.
This creates a paper trail and gives the employee time to process the feedback.
These strategies maintain the necessary accountability while providing multiple approaches to break through defensiveness and denial to provide a way forward for you and Delores.
Documentation and Legal Considerations
With this scenario make sure every individual situation and conversation are documented in detail. Be cautious to ensure you do not ask for any protected health information and work to make sure your employee doesn’t feel pressured to do so either. Even without directly asking for that information, an employee could feel that you are trying to get information out of them. Just make sure to be conscious of how you’re acting and how you’re making your employee feel.
Support Resources: Using Your EAP
Additionally, if you have an employee assistance plan (EAP) provide your employees with the information regularly, including when any situations that come up, like Delores’s situation. An EAP can provide counseling services and other assistance that employees can get without disclosing the need or details of the services to the employer.
Key Takeaways
Safety comes first: When an employee's personal issues create safety risks, immediate action is necessary.
Lead with curiosity, not accusation: Open the conversation with questions that express concern rather than blame.
Encourage employee-driven solutions: Have the employee develop their own plan to address performance issues, as this builds accountability and increases chances of success.
Adjust your approach based on response: Be prepared with different strategies for employees who acknowledge versus those who deflect responsibility.
Document thoroughly: Keep detailed records of incidents, conversations, and improvement plans, especially when dealing with resistance.
Offer support resources: Remind employees about available resources like EAP without pressuring them to disclose personal information.
Balance empathy with accountability: Show compassion for personal circumstances while maintaining necessary performance standards.
Your Turn: Share Your Experience
Now that you’ve seen how I would approach this issue, what would you do? Share your ideas and insight. Continue the conversation and keep on sharing! Tell me what worked (or didn't) when you tried these strategies. Your insights could help fellow leaders who are struggling with similar issues.
Submit Your Leadership Challenge
What leadership challenge are YOU facing right now? Share a leadership dilemma you'd like me to address in an upcoming post. I select reader questions for future topics! Comment below.
OR
Email me directly at linnea@leadwithlinnea.com to submit your question. The best submissions will be featured (with permission) in future posts.
And, as always, carry social kindness with you everywhere you go. The world needs you and your positive mindset!
Connect With Me
If you want to consult on training or coaching for your team, please reach out.
269-621-5282
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