Most of us, that's how we learned discipline, documentation, firing the hard way. We've all made mistakes. We try not to make the same mistake twice. The problem now, the stakes are so high. You read the headlines and the news, you can go to eeoc.gov and just look at the archives and start reading some of these cases. Go through this expert healthcare training article to know more.
At first, it'll scare you as a manager and then you start to read the detail as you go, “Well, that wasn’t too bright. Well, that was pretty dumb. Well, what were they thinking when they did that?” That it's not that hard to separate ourselves, certainly not that hard to keep ourselves out of court.
Our expert mentioned in a recent healthcare conference that the lawsuits are part of this. The morale issues, uncertain times in today's economy. This generation, a lot of press about millennial generation. They're really forcing the managers to do some of the things they should have done a long time ago. And one of them is fire bad people.
These kids just don’t tolerate a whole lot of grief not just from managers but from coworkers. And so, if they're surrounded with bad people, they just leave. And they may not give you notice, they may just walk off, never show up again.
And, you know, you go “What's with that?” And they said, “Well, they're not going to build they resume. Why would I waste two years out of my life in some grumpy, miserable unit surrounded by bad people with a manager that won't do anything?”
Good people know who the bad ones are. Our good employees know who the bad ones are. Good people know that we know and good people are looking toward us for some leadership. Do something about it.
“If the manager doesn’t care, why should I care? Well, how do we know?” Literally, some of us that jumps out at this. This guy is just – we're starting with the problem. How do we know when we're wasting our time, how do we know when enough is enough?
Here are some clues which will give you enough healthcare training to know that if any one of these can be a clue that, all right, that's it. We've got to deal with this issue. We've got to deal with it quickly. First, denial. You talk to an employee about a problem and they deny the problem.
“It's not my problem. I don’t know what you're talking about. Not my problem. This is your problem. This is so and so’s fault.” Or, “I can't help it that the files don’t come to. I can't help it that the email went down.” Denial. One of the first and great clue that our chances or salvaging are slim but better start with some more serious documentation and discipline.
Second one, refusal to act. We talk to somebody and they don’t deny it. They go, “Okay. Yeah, I'll work on it. Yeah, I'll work on it. Yeah, that's a good point. Yeah, it's something I work with, struggle with. Yeah, I'll work on it. I'll work on it. I'll do that.” And six weeks later, they're back at it again. So, you talk to them again. Six weeks later, they're back at it again. And it's like we're on this roller coaster ride. That's also a clue.
Third clue -- and again, any one of these, it's doesn’t have to have all of them -- continual coworker complaints. Some people are good to our face. We talk to them, “Yeah, yeah.” But they're stabbing us in the back when we're not looking.
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