Q. One of my employees, "Jerry," is often abrasive, abrupt and rude. If he goes into his "difficult employee" mode when I'm around, he can usually be moved out of that same mode when I tell him he's "crossed the line." The traits are usually only marginally troubling, given his overall strong performance. Occasionally they get him into trouble.

Several weeks ago, while I was out of the office, Jerry called me to discuss a work-related problem. He didn't like my answer. In response, he slammed the phone down, disconnected us and proceeded to go on a verbal rampage throughout the office. When I returned, I was advised to put Jerry on a two-day suspension with pay. Jerry doesn't go on his suspension until later this month, nearly a month after the incident. In our few conversations, he focused on how the suspension will affect his career and how the documentation will affect how future supervisors here will view him. Other than those few conversations, Jerry's avoiding me.

I'm concerned that his suspension may reinforce his fears rather than provide him time to reflect on his behavior and to identify ways to prevent similar behavior in the future. Suggestions? - No name please

A. Jerry seems to have frequently tested the limits of acceptable behavior and, in his defense, those limits may have been a little too fluid. That is, sometimes Jerry gets a warning. Sometimes he's allowed free rein, especially on days when you're preoccupied or absent. Sometimes he's allowed neither and, instead, gets two-days suspension and a note in his file to let him know he's crossed over the line.

Jerry - and others whom you supervise - would probably do better and be more comfortable if you offered consistency in setting limits, boundaries and notice of acceptable behavior. That would be a good lesson for you and others as everyone watches Jerry fret over his future.

A good lesson for your organization is that discipline is more effective when it is swift, certain and severe enough to fit the violation. That is, no one should have to wait a month, on notice, to have discipline carried out. Again, employees receive mixed messages - the behavior was bad, bad enough to warrant suspension, but not so bad to warrant suspension in the near future. Encourage those in positions of authority to rethink their timelines. While they can't do it in Jerry's case, they should be better prepared for a similar, future occurrence.

As for Jerry's concerns, he does deserve both the discipline and your concern. You might also give him a little empathy - but only a little. Call him into your office. Let him know you understand his concerns. Make it clear that he is expected to demonstrate professionalism and appropriate behavior. Offer to help him find a counselor or give him the contact information for your organization's employee assistance program, if it has one. Suggest that this might be a good resource for him if he feels he hasn't mastered control over his temper and his interpersonal skills. Finally, let him know that the one incident will not stand in the way of his future advancement - provided.

Provided he shows no more inappropriate behaviors, he'll be fine. Provided he performs at a high level, there will be ample opportunities for him to have notes of accomplishment added to his personnel folder. Provided he, from this point on, behaves as a solid member of your staff, you would have no reason to add discipline documentation to his folder and that, alone, would tell future supervisors that Jerry had a problem - once - and he addressed it.

Jerry needs to know his future success still rests in his hands. He also may need to know that you stand willing to help him achieve that success.