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And it went, it went down. I mean really went down.

I walked into the office, I flipped out of course,

which wasn't his fault and I shouldn't have done that.

It was my own fault for letting shit fester and grow and grow and grow to the

point where I had to actually go off like a crazy person.

Hey there, my loves. Welcome back to my channel and C P TV,

the place for current and aspiring entrepreneurs who want to start and or grow

their businesses and passions in order to experience the true financial decision

making and lifestyle freedom of entrepreneurship.

I'm Cheryl or CP, whichever you prefer.

And today we are talking about employee accountability and it's a topic that has

literally changed the lives and stress levels and tears and blood of some of the

most amazing entrepreneurs out there.

It is something that is a sticking point. Um,

so it's important for us to really dive in to what an effective and easy

employee accountability process really looks like. So let's get to work.

Okay. So I have to share my truth with you.


I was the absolute worst at holding employees accountable.


actually sometimes right now I feel like I'm the absolute worst and the reason

is is because I really do lead with my heart. Um,

and I've always been involved in a small business. You know,

I've always had a small business, had a small team and,

and I've always grown my businesses based off of personal connections with

people. I'm an empath, so I really do absorb other people's energies.

I am genuinely concerned about my employees and their lives and I can tell you

that on the scale of one to 10,

80 to 90% of my employees that I've had over the years have been more like

family on a scale from one to 10,

like a nine or an 8.5 than even like, you know, employees.

I mean they've come to my home, I use, I have parties, they are invited.

I've had Thanksgiving dinners were sitting around the table.

It was my entire staff along with my family.

And so when you add all of that personal connection, all those feelings,

all that love into the mix,

it really typically makes accountability very, very difficult.

But it also impacts you because when someone is doing things,

they've got poor performance or their behaviors are driving you crazy from a

business ownership and a leadership perspective,

you also feel a different level of resentment. You know what I'm saying?

Like you are hurt, you are devastated, you are upset.

And looking back in my career and one of my businesses,

I had the worst employee accountability experience that taught me the biggest

lesson around why it's so important to have a true employee accountability

process and really helped me shape the process that I'm getting ready to share

with you guys right now. So the story was really,

really messed up.

I had an employee and he honestly was probably a little crazy.

Um, he was kind of just that guy who likes to be in everybody else's business.

Um, he liked to gossip about everybody else. Um,

he also needed to feel a certain sense of power in the organization and because

he was really very much so, like my right hand person, um,

I empowered him to feel that way. So he was kinda like walking around like,

you know, my shit don't stink. Um, and from time to time, he,

his performance was truly affected by his attitude, quite frankly.

I would put him in the category of just being downright lazy, you know,

one of those people who just cuts corners to find the easy way to do everything.

Um, and he wasn't hitting his numbers and wasn't hitting his metrics.

And so for a long period of time, I just continually let it slide. Right.

I didn't really address it.

I would like hint around to getting improvement and the opposite.

I tried to create all kinds of incentives and motivations to really get him to

do his job. Um,

and so the shit all hit the fan one day when we had a complete knockout drag out

fight because he was in such a comfortable space and knowing that I was never

going to hold him accountable for the stuff that he was doing,

that he just blatantly went out of his way to be insubordinate,

to be rude, um,

and to be overly assertive towards me as if my level of leadership being his

boss did not outweigh the fact that I had always treated him like a friend.

And that was really kind of punch me in the face that it was my bad and I gave

him that perception that it was okay to treat me like shit even though I was his


And so there came a time where I had to ultimately check his ass

and it went, it went down. I mean really went down.

I walked into the office, I flipped out of course,

which wasn't his fault and I shouldn't have done that.

It was my own fault for letting shit fester and grow and grow and grow to the

point where I had to actually go off like a crazy person and told him to get his

shit and get out of my office and out of my place of employment.

And I'm not going to really get into any more of it to make the long story


but I had all kinds of consequences and ramifications behind it cause he know he

was dating someone that worked for me, I didn't even know about.

I mean he was just running rampant and I failed to pro appropriately hold him

accountable throughout the entire process.

And so it ended in this big embarrassing knockout drag out.

I will never do this shit again, lesson for CP.

So here's the process that I ultimately implemented from that point on to

eradicate that,

but still allow me to have that personal connection with my employees so that we

can move forward with an amazing team culture and organizational environment.

So here are the steps to the employee accountability process that I've

implemented over the years and that I recommend that you implement in your


And I want you to realize that step one is really important and if you don't do

any kind of employee accountability process,

you are actually doing a disservice to your team.

So it's really important for you to implement this.

And step one is establishing the rules and the expectations.

That's the first step. Now,

oftentimes this can be wrapped into a workplace code of conduct. Um,

the employee handbook policies.

It should all be included in your new hire, recruiting and onboarding process.

And I do have a whole nother video that deals with that and I will link to that

in the cards right here for you to check that out.

But basically establishing your rules and expectations from the very beginning.

Hey look, this is how our family works around here.

This is what we do. But this is also what,

no matter what you are not allowed to do and be very clear,

have it verbally,

have the conversation and also make sure that it is in writing and it is clear

as in the case of your employee handbook and that everybody signs off that they

understand and that they know what's up.

That's really the first step because I have clients and people that I'm coaching

that come to me and say, you know, I don't know how to hold them accountable.

And I always say, well tell me what they violated.

Tell me what expectation or what rule that you've given them,

that they ultimately violate it. Because that's easy enough for us to address.

And oftentimes I realize it comes down to I haven't really given them anything.

I'm just kind of assuming and expecting them to know.

And that's really the disservice, right? I mean,

it's almost like being a parent. Um,

I have children and I like to make these analogies a lot,

but those of you who are parents out there understand and those of you who've

had parents, so pretty much everybody,

if you live in a household where there is zero discipline,

zero discipline, zero accountability,

you will grow into an adult that nobody likes to be around.

So ultimately you'll grow into this person.

You don't even recognize why you're that person,

but you realize that you have unsuccessful relationships in life and that's

really a disservice that your parents did to you by not holding you accountable

and not teaching you a sense of responsibility or consequence.

And that's why I discipline my children because I know I am teaching them that

life is about that and that they have to be held accountable for their actions.

So establishing those rules as the first step and it's very,

very important. Step number two. All right,

so take progressive disciplinary actions.

It's kind of a step by step process and you want to implement this progressive

disciplinary process that I'm recommending.

So the first piece of the progressive policy is a verbal warning.

That can be an informal verbal warning. Hey, you know what,

the last few days you've been late,

let's get that together and make sure you on time tomorrow, right?

Informal, verbal warning. Um, then you can also do,

if you've done that quite a bit of time,

but you're still kind of on the verbal warning scale,

you can actually have a formal verbal warning. Hey, um,

I need to talk to you. Can you step into my office? Sit down. Um,

Hey, guess what? I know I've talked to already about being late.

You continue to do it. This is our form. This is a formal verbal warning.

I am warning you,

I am now beginning the first step in our disciplinary process or in our

accountability process here. So verbally, I'm telling you,

I do not like you being late and if it happens again, I'm going to write you up.

Bam, right?

Next step in this progressive disciplinary process is the actual written


So you can have a two step written warning process or just a one-step written

warning process is totally up to you and really depends upon your size and

honestly it depends on how much of a chicken shit you really are about wanting

to actually go to the end of the process and fire somebody

I tend to do because I'm a bit of a wuss,

I tend to do a two step written warning process. I hate terminating people.

It just drives me insane but so that's why I have a two step.

But if you are boss and you ain't afraid,

you can just do one step and ultimately it's when you're physically going to

really write someone up and say this is the problem,

this is the behavior that you need to eradicate and these are the things that

you need to do and change.

Otherwise I'm going to write you up again and then Institute a performance

improvement plan. Or if you were only doing a one-step written process,

here's the performance improvement plan that we need to Institute and this is

our timeframe for actually instituting that.

It's very important that you say in the next 30 days you do this again.

You know, we have to agree to disagree and the same a great fit for you. Um,

and then again, I mentioned it already, but the second written warning, um,

can be implemented as a part of this progressive disciplinary process. Um,

and the second written warning, if you do Institute that,

I do recommend that you have a witness with you. Um in the room.

Somebody else who you know is a manager, another employee, bring something,

bring a friend in from the outside an advisor, a mentor, whatever it is.

Have somebody in there with you because ultimately the second written warning

should automatically include a performance improvement plan or a PIP.

Step three,

implement your performance improvement plan or PIP.

This is the action game plan and strategy that you are giving to this employee

and saying, this is the behavior that we need to eradicate.

This is the stuff that I want to hold you accountable for and these are the

things that we need to do together in order to change and improve your

performance. You agree to do these things,

I'm agreeing to support you in doing these things.

And if at the end of this 30 day or 45 day or 60 day or 90 day process,

this performance improvement plan has not been successfully implemented,

then you and I will agree that this is not the best fit for you and that I will

help you find employment elsewhere because another career might be an order,

right? What would you say you do here?

So you've got to implement the performance improvement plan and stay steadfast

and stick to the deadline dates and actually schedule this is what we're gonna

sit down and review this again.

And this eliminates oftentimes you having to fire or terminate somebody because

if you have a detailed performance improvement plan and you say 30 days we're

going to implement this stuff and then we're going to sit down and talk about

whether or not you've done it successfully.

And that employee knows that their 30 day deadline is coming up and they haven't

done this stuff.

90% of the time they will resign before you have to fire them.

So it's a win-win. When somebody resigns,

you don't gotta deal with the emotional stress.

You don't gotta deal with the guilt. And most importantly,

you ain't gotta deal with the unemployment yawl.

So that's ultimately the goal of that PIP.

Step number four, document everything. Document,

document, document.

Especially when you get to the point where you are doing a verbal warning,

even though you're verbally telling them you still want to go back to your

office and document that you gave them a verbal warning.

A written warning obviously requires lots of documentation,

a performance improvement plan and a followup written warning, um,

also requires documentation.

Anytime you have implemented this accountability process for any member of your

team or as an employee, you want the whole thing to be documented. Um,

that's important because if you don't have documentation,

you are not going to be protected in the future.

And one of the biggest things that I've seen,

especially in wrongful termination situations with clients,

people I coach or even, um,

with friends and colleagues that own businesses is somebody can make up whatever

they want to about why they feel that they got fired.

But if you've got documentation that shows the real reason, then you're cool.


So make sure you get that documentation because even if you are in an at-will

state, which I get all the time from people, Oh, you know,

it's an at will state, Ohio's and at-will state.

Absolutely you can hire people at will and they can leave at will but at will

doesn't mean that they can't Sue you. I want to be clear on that.

They can still Sue you even if you fired them.

That doesn't eliminate the ability for a wrongful termination lawsuit.

And documentation obviously is critical and Amy type of, you know,

accusation or lawsuit situation and step number five,

and this is really important,

do this entire process with fairness and consistency.

That is the number one thing that drives organizational culture into the floor.

It is specifically as it relates to being consistent with how you handle things,

um, being fair and the way that you handle things. Um, showing favoritism,

doing certain things with this employee over here in different things.

With this employee over here, it just creates a big shit storm.

It creates a shit storm for you from a legal perspective,

from an accusation and wrongful termination discrimination perspective,

but also from an organizational culture perspective.

You don't want to get into a situation where you're creating this culture where

some employees to like you're showing favoritism to others.

It will absolutely affect your retention and we all know that hiring,

retraining, recruiting employees is one of the most expensive things,

especially for a small business that you can do so be very consistent and be

very fair in your practices. Now along those lines,

here's a few CP impact tips that will help you towards that fairness and that

consistency that I just talked about that you can actually implement into your

disciplinary or accountability process for your employees. First,

you can have an investigation process, have one in place.

That means that if you are holding someone accountable because of an accusation

from another employee or from a manager or from a supervisor,

you really want to be clear that you have a full blown investigation process in

place so that you're not going to just take someone's word for it.

That kind of accuses another employee of something that you're actually going to

go through. The process of investigating, finding out the facts.

I'm doing the necessary interviews.

So an investigation process is a key CP impact tip. Um,

the second CP impact tip for fairness and consistency is to allow for a

grievance or appeals process. You know,

it doesn't mean that you have to agree to appeal your decision or to change your

decision about any kind of accountability or discipline that you're holding your

employees, you know, steadfast to.

That doesn't mean that you have to change anything.

It only means that you're communicating to your employees. Hey,

I'm giving you the opportunity to be heard and the last CP impact tip that I

want you guys to make sure that you are aware of.

And you will hear me say that anytime we are talking about growth team

development and most importantly HR, is ensure,

ensure that your accountability practices and processes are compliant with the

laws of your country and of your state. If that applies.

And I mean ensure you want to protect yourself from any perceptions of


any perceptions of a different treatment, um, any,

any kind of perceptions that exist and perception is reality.

So bottom line guys,

for me going back to my story is with the process that I just went over with

you, it got much easier for me.

I've gotten much better at holding my employees accountable,

now its a whole different video because I have family that works with me and my

businesses, my children have my husband, my dad, even at one point.

So it gets a little bit more tricky,

but ultimately I can tell you that having an actual process in place eliminates

the fear, the feelings,

and the lack of objectivity that sometimes exists when you're very close to

organizations. So don't forget to subscribe like this video,

watch these two videos,

hit that subscription button and watch these two because they are going to take

you to the next level in your entrepreneurial journey,

especially when it comes to things like human resources and employees.

And until next time, my love.

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