Tuesday, April 11, 2023
Wednesday, December 30, 2020
Supervisor Bullying in the Workplace Is Not a Passing Faddish Complaint of Disgruntled Workers with Poor Performance
Many managers and supervisors don’t believe they are a bullying supervisor, but often their employees disagree. It is much easier to practice bullying behaviors than many supervisor realize.
In fact, many managers are surprised to learn than their employees view them as bullies. One idea that these leaders possess is that bullying in the workplace as a problem is more or less a fad, egged on by the media. Unfortunately, this is not the case.
These supervisor remain at risk for large problems associated with their leadership styles. And the cost of employee complaints are enormous when you begin calculating direct and indirect costs. From turnover and absenteeism and from a disturbed home life or time-consuming processing of stress with coworkers, bullying by managers has many dominos of cost.
Complaining about workplace bullying is not a strategy employed by workers as a manipulative means to keep supervisors at bay or a way to prevent them from being confronted for their sub-par job performance. (Well, I would say, that in the 35 years of interacting with employees and businesses while in the trenches of employee assistance programming, I have never seen this happen.)
Research has now documented sexual harassment's true cost. Bullying in the workplace is rapidly receiving the same level of recognition, also supported by research. See the citation on abusive supervision at http://psycnet.apa.org/record/2006-11397-011.
Bullying can often be identified by simple questions. Do you ridicule employees? Have you put employees down in front of others? Have you accused them of incompetence, kept them away from “the good assignments,” not given them credit for their work, yelled at them, or invaded their privacy by asking probing personal questions?
Many of these behaviors were once considered natural elements of the traditional workplace, but not today. Talk to the EAP about making changes. Most employees who complain to supervisors about bullying say they do not see substantive changes from their tormentors. This implies that changing these behaviors can be tough. Still, you could remain at risk for employment or legal claims if your tactics don’t shift.
The program entitled 14 Vital Skills for Supervisors is an international sold 90 minute program for any supervisor or manager needing improved skills in engaging employees. It is not like any other program. It actually come with FOUR formats DVD, Video, Web Course, and PowerPoint (each format with sound) and is purchased by HR managers looking for the ideal product/program to bring their supervisors to the next level of awareness, sensitivity, and proactive behavior that drives higher moral and improved productivity. See the entire supervisor training program in a preview of all skills -- here.
Friday, September 13, 2019
Helping Supervisors Notice the Risks Around Them
Monday, August 26, 2019
How Do I Keep My Employees from Thinking I am Mountain Troll with A Club?
Although no one can promise that you won't be seen as a supervisor who wants to throw subordinates into a gingerbread oven, I will give you a few hot tips. Be sure to forward this Web URL to your friends. Some may need the help.
You can access our supervisor training here at WorkExcel.com, or take a look at all 14 skills of the "Oh So Easy! Supervisor Skills Training Program" we offer at WorkExcel.com - definitely sign up for free tips and free handouts at WorkExcel.com here.
Probably the most important thing you can do as supervisor or manager do is to establish communication habits that you use daily with employees that help you improve your interactions and grow your reputation with them. You must use self-awareness and have a goal in mind to be seen in a certain light.
Are you "simply trying to be liked?" Yes. Nothing wrong with that although people do throw that in our faces over the years. Being liked and trying to be liked is smart. It doesn't mean you aren't using common sense in your relationship with managing employees and their performance.
When approaching an employee for any reason, lead with something positive so they do not learn to associate your presence with correcting performance, a negative interaction, or other painful exchange.
Ask employees for their solutions to problems, and treat them like pros, regardless of the position they hold. Intentionally interact with your employees when things are going well—get out of your office so you aren’t seen as a one-person fire department only interacting when problems arise or things go badly.
Participate in small talk; use these moments to learn about your employees’ needs. Praise and be in awe of their past achievements, not just the ones you witness on the job. Finally, look for roadblocks to their success. Pay attention to what is impeding performance, and find small ways to make their lives more comfortable.
You can learn fantastic skills from a product available at WorkExcel.com call the "Oh So Easy!" 14 Vital Skills for Supervisors Training Program.
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View this program in full.14 VITAL SKILLS FOR SUPERVISORS for First-Time and New Supervisors or frustrated supervisors looking to improve their game.
Thursday, July 11, 2019
New Supervisor Training: To Be Liked or Not to Be Liked...That Is Not the Question
"Wanting to be liked" as a motivator is often given an undue bad rap by people, when in fact
"Don't make "being liked" a goal, but an outcome." |
It's easier to be a punitive supervisor than a positive praising leader |
Some supervisors find it difficult to draw this balance. They may correct employees more often than they praise them. In fact, ironically, it is harder to praise an employee than it is to correct them. Why? The reason is also simple. Praising someone will make feel more vulnerable to rejection as you display your softer side, than getting angry at workers and feeling more powerful in front of them--acting one up. This is a tempting elixir potion indeed, and that means it is habit-worthy -- a habit you want to avoid. So, avoid being power hungry as a supervisor.
Supervisors must understand the power of their words and the impact words have on a subordinate. Employees a hundred feet away can be easily be affected by a manager's tone of voice, non-verbal behavior, even a sigh. And if you are not telling employees what you are thinking--they are making it up as they go along.
CLICK HERE AND GAIN FROM THESE SKILLS EVERY SUPERVISOR MUST KNOW
Visit this New and First Time (or Any Time) Supervisor Training in PowerPoint
Wednesday, December 19, 2018
Alcoholic Employee Spotted Coming Out of Liquor Store: To Step In or Not Step In
I guess it is a small town.
The $64K question was, should the supervisor intervene, confront the work on Monday, report it to HR, or blow it off. What would you do?
This employee was in fact referred to treatment several years earlier and a last chance agreement to keep good attendance and maintain productivity was still in effect. What should the supervisor do?
The answer is pretty cut and dry. Do nothing. Less you disagree, follow this path of logic and remember something important: Business organizations are all about productivity and contracts to pay for productivity. They are not business to be ambulance chasers, do-gooders, or involve themselves in the personal lives of employees. Remember as well that witnessing this incident was coincidental. It could have happened five minutes before or five minutes after the time that it did.
This employee may still not be drinking, but even it the supervisor saw the employee turn the bottle up on the way out the door, work performance at this point is still characterized as satisfactory.
Here is what I told the supervisor. Tell me in the comments if you agree. Like any employee, you have the freedom to contact the EAP for any reason you feel appropriate. I encouraged the supervisor to take this step. That step is a confidential one for the supervisor, and actually has some real risk management dimensions to it.
Although many concerned persons would react with alarm to what you have seen, realize that your focus should remain on the employee’s performance and that you don’t have enough information to make an accurate judgment about what you have seen. Your call to the EAP will be treated confidentially. Don’t expect the EAP to provide details of your employee’s treatment or say what will happen with the information you share. But yu can be the EAP will do a little bit of follow up to see how things are going if there is still any level of involvement still in place. There is no guarantee, but it is likely. So far, so good.
Focusing on performance is the surest way to help the employee to not only be a good performer, but to also follow through with whatever his or her program of recovery entails.
Remember, you can’t control the employee’s behavior or outcomes in his or her personal life. Realize, too, that events such as this one frequently have simple explanations. For example, your employee in recovery may have had second thoughts and simply left the store, paid an old debt, or said good-bye to the clerk he never plans to see again!
#supervisortraining #newsupervisor #supervisoryskills
Phone 1-800-626-4327 to get a 25% discount of the 14 Vital Skills for Supervisors Program this monthly only! See the 50% of each of its skills here.
Do you have a training program about Alcohol Abuse? It is a good idea to educate your employees about substance abuse because even if they do not have a problem themselves, a family member may indeed be severely in trouble, and such education always travels home. Find drug and alcohol problems here.
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Saturday, November 10, 2018
Women in the Workplace 2018: A Comprehensive Ground Breaking Research Study 2018
And there are more findings in this report critical to workforce management.
http://www.icontact-archive.com/YAuysBsJ0Zzmn9lCXd4C99Oqz2AMSdZW?w=3