Constructive feedback meeting – how to address disruptive behaviour of group members as a leader

If group members do not adhere to what has been agreed on or if they exhibit disruptive behaviour, the leader has the responsibility to work towards a change in behaviour. This can be done, for example, through a well-prepared meeting in which criticism is addressed.

Preparation

• What exactly is the disruptive behaviour and what is the desired behaviour? How can a change towards the desired behaviour be measured / visible?
• Assessment: Can I clarify / solve this myself or do I need assistance, e.g. because previous discussions have not resulted in the desired change? What effect does it have if I involve outside assistance, does this make the issue seem more serious than it is? Is this perhaps my intention?
• Clarify for yourself: What is negotiable and what are non-negotiable management decisions, structural framework conditions, or regulatory requirements?
• Give the meeting time and space: Where and when is the best place for the meeting to take place? What is the maximum duration?

Conducting the meeting

• Frame the meeting: What is it about (briefly)? How much time is planned for the meeting? Is anything documented and if so, where is it filed / who sees the notes?
• Communicate clearly: What is difficult, what needs attention? (Name behaviour that has come to light; only address the behaviour – never the personality or interpretations of it.)
  
• Formulate expectations, goals and the associated tasks.
• Gather the other person's point of view and concerns.
• Future-orientated agreement with clear goals and deadlines
• Determine who is to be informed about what, how and by whom, as well as what information is to be treated confidentially and for how long.
• Appreciative conclusion
• Arrange a follow-up meeting.

Contact

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