Courageous Conversations With An Employee

831 WordsJun 27, 20154 Pages
Fifteen years ago, I was pushed into having my first series of courageous conversations with an employee. I was a unit leader at Camp Whispering Oaks, a Girl Scouts resident camp in Julian. After just the first week of camp, our administrative team identified that one of the new counselors was significantly struggling to fulfil her duties and transition from the role of camper to staff. They placed her in my unit and asked me to give her specific daily goals, observe her performance, and then meet with her to debrief the day. I also had to report to the camp director daily to share her progress. In our nightly meetings, I sincerely tried to help her understand her specific successes and areas of improvement. I also helped prepare her for the following day. The counselor made small improvements, but she was still unable to function at the same level as the rest of my unit. The director decided to terminate her position at the end of the week. As a result of this experience, I learned that courageous conversations can support both the growth and dismissal of an employee. As a teacher, I have been pushed to have courageous conversations about the dismissal of employees. However, my motivation for these conversations often originates out of concern for the well-being of my students, my coworkers, and myself instead of from the guidance of a direct supervisor. My first courageous conversation as an educator occurred a few years ago when I nervously walked into our
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