Years ago, sooner than many others did, Dick Grote realized that the command-and-control management style was often the cause of serious discipline problems. What he strongly recommends is what he characterizes as the “Discipline without Punishment Approach” (DWP) that begins with “informal transactions” during “Positive Contacts” which involve either constructive criticism or discussions of performance improvement needs. Formal disciplinary actions may be needed and they have three steps: Reminder 1, Reminder 2, and then (if necessary) a Decision Making Leave (a one-day suspension with pay), after which both employee resolve their differences or the employee is terminated. According to Grote, a “Decision Making Leave” (see pages 18-21) allows everyone involved to take a “Time Out” in order to calm down, re-examine the given issues, perhaps seek opinions from (preferably open-minded) third-parties, and thus be better prepared to resolve (if possible) the given issues.
In no sense does Grote question the importance of personal accountability. On the contrary, he vigorously and eloquently argues that DWP strengthens it. Think of it not as a policy or two but rather as a cohesive and comprehensive system by which to improve overall organizational performance. The best way to encourage such improvement is to provide a positive consequence–recognition–whenever (a) an individual performs “above and beyond the call of duty” (what Napoleon Hill characterizes as “going the extra mile”), (b) an individual achieves significant improvement under direct supervision, after a disciplinary transaction such as a “Decision Making Leave,” or (c) an individual has consistently met all of an organization’s expectations over an extended period of time.
One of Grote’s most important points is that the DWP approach to unacceptable performance and inappropriate behavior will succeed only if it is viewed, indeed embraced, as an active and on-going partnership between a supervisor and each of those for whom he or she is directly responsible. Expectations must be made crystal clear. Criteria for measurement of performance must be clearly understood and consistently applied. Recognition of outstanding performance must be immediately recognized, preferably within a public domain, and that constructive criticism should also be offered in a timely manner but only in private and it should be specific. Of course, mutual trust is the “glue” which holds any organization together and it must be earned.
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