DOT Training and Reasonable Suspicion Tip 10: “But we’re friends!”

Here is another tip for you to consider in your DOT Training for Supervisors.
If you are friends with your employee, you will face a challenge in recommending a drug test.

If you socialize and drink with your employee, this challenge is made even more difficult—something to think about if you currently engaged in this behavior.

Consider this: Most supervisors will put their own job security ahead of such friendships when drinking or drug use facilitates a crisis at work.

Don’t accept guilt trips or appeals to loyalty. Testing will not hurt a true friendship, and it may prevent a crisis that forces you to make a choice.

The next time someone makes this kind of appeal to you, ask yourself what kind of example it sets to other employees if word gets out.

At the very least, you’ll be viewed as an unscrupulous supervisor who plays favorites.

If your employee persists in demanding special treatment, explain the negative repercussions you face by breaking the rules. A true friend will understand the terrible spot this puts you in and should be unwilling to put you at risk.

You don’t have to wait until this happens to head off an uncomfortable situation. Be clear with all subordinates that you only wear the “boss hat” while at work and that no special favors should be expected.

DOT Training and Reasonable Suspicion Tip 9: “Let’s keep it between ourselves.”

Here is another tip for you to consider in your DOT Training for Supervisors.
Don’t become your employee’s confidant. It’s an inappropriate mixing of roles, and it comes back you haunt you. If you’re the type of supervisor who seeks approval, you’re vulnerable to this sort of manipulation.

This excuse trap may be particularly difficult for the supervisor who perceives being a confidant as a way to be liked by an employee with significant influence

Once you assume the role of confidant, you it may be difficult to extricate yourself from it. You may find yourself being asked to keep more secrets, bend additional rules, or find yourself further entwined with your employee’s personal life and problems.

The leverage gained by keeping an employee’s secrets is largely an illusion. In reality, you’ve elevated your employee’s ability to defy your wishes. After all, you broke the rules, too, by helping him keep his infraction a secret.

Don’t put yourself in a position to be harmed by aiding a cover up. Be empathetic, but stay neutral and play it by the book.