a. What do you prepare? What are the data points now?
b. What style of leadership are you going to use? If that does not work, what will you switch to?
c. How can Nikki "prove" herself to you and get back in your good standing? What must change in her performance?
Two weeks later, the complaints around the office with respect to Nikki have increased. There are three more contracts she has tried to "push through" where new clients did not have the appropriate credit.
Customer Service has received several calls complaining that Nikki has not been showing up for appointments. A potential client was upset by "the waste of time" after having "waited 30 minutes for a rep to show up." Nikki never appeared. Another long-term client called very concerned about Nikki's well being. "It is not like Nikki to not show up when she says she will. I am more concerned that she is all right and not in a car accident or something." There are other complaints along these lines that reinforce Nikki's recent change in attentiveness and job performance.
After reviewing monthly sales numbers, you realize that Nikki is no longer your number one representative. She had held that position for over one year. You add up the totals again and are surprised to see she is not the number two rep either. She has dropped down to number four.
You review the conversation you had with Nikki two weeks ago where she acted completely surprised by the issues you brought to her attention. Her overall reaction was, "I did not realize I was making these mistakes. Thanks for telling me. I'll fix it all. Don't worry."
You had taken her word and thought it was all handled. Now with the continued complaints and errors in paperwork, you realize Nikki has not "fixed it all." Things are worse.
You need to have another conversation with Nikki.