Helping Supervisors Notice the Risks Around Them

Only 41% of managers make a conscious effort to pay attention to their employees' well-being, according

to a recent study conducted by 15Five, a management consulting firm.

The survey was not talking about failure at being an armchair diagnostician. Rather, the survey was examining how supervisors do or do not pay attention to the signs and symptoms that should at least trigger a discussion or inquiry, and then a possible referral to help.

Personally, I am not surprised by the findings.

The pattern of detachment observed in this study is due, in my opinion, to the decrease in high touch, live-body, genuine, core technology EAPs that move within an organization offering consulting, training, promotion, counseling/assessment, and on-demand resources that produce engagement. Such organizations “think EAP.”

Only these sorts of programs (as originally conceived by the founders of the profession) are bold enough and integrated enough to reach managers with the right education, training, and consultation that can influence leadership to be proactive and manage troubled employees effectively. Anything less fails to identify and mitigate behavioral risk in the organization.

Helplines and hotlines and 800# for self-referrals run by insurance companies are nice, but they do not penetrate the risk pool of serious personnel problems--the type associated with tragedies like workplace violence. These require formal referrals and well-matched progressive discipline mechanisms. Self-referral alone won't cut it.

On a side note, consider this: Is there a link between fewer internal and EAPs as described above, and the increase in workplace shootings over the past 25 years?

Driving the study by 15Five is a nearly worldwide concern about stress, burnout, and work-life balance.

Anticipate hearing a new buzzword in the future: "work life synergy.”

This lexicon underscores the importance of stress management in our new age of 24/7 digital access to work, remote positions, working from home, and in many cases, the near impossible task of detaching from our daily workplace responsibilities. Work-life synergy is about managing stress despite the morphing of work time and personal time.

To help supervisors focus on “identifying” signs and symptoms of trouble employees, do effective supervisor training, distribute a supervisor newsletter that's actionable, like the one we’ve published for 27 years, and promote frequently your availability as an EAP or EA professional to consult on employee issues.

When promoting to management, understand that frequency is everything. Expect to have 8 or 9 touches with your supervisory staff before you see a regular flow of requests from supervisors for help. Then, do not let up.

Find reasons to connect with supervisors monthly. There is absolutely no easier way to do it than using Frontline Supervisor EAP newsletter. It see the notes section on page two. Use it each month to connect, share news, and offer tidbits and advice on using the EAP in supervision to supervisors. Use this form to get a subscription or a trial to Frontline Supervisor. Or consider this unique package of supervisor skills training for new supervisors and first time supervisors. Here a short video introduction of a New Supervisor Training program in Powerpoint or another format.

How Do I Keep My Employees from Thinking I am Mountain Troll with A Club?

Did you saw that Harry Potter movie with the mountain troll busting up the bathroom with a spiked club while chasing after Harry and his friends? Many supervisors are successful at making themselves into a monster--some almost this grotesque--and more feared than respected.

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. 

Here take a look:

View this program in full.14 VITAL SKILLS FOR SUPERVISORS for First-Time and New Supervisors or frustrated supervisors looking to improve their game.

New Supervisor Training: To Be Liked or Not to Be Liked...That Is Not the Question

Most supervisors want to be firm with their employees, but also draw a balance with the ability to show empathy and warmth. The reason are simple: Every supervisor wants to be competent in managing their subordinates, but they also want to liked.

"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 is a worthwhile goal. More often we condemn people with the retort: "You just want to be liked!" Yeah, exactly! This should not carry such a negative connotation. The real question is the "how" of arriving at this goal that makes all the difference. As a new supervisor or first-time supervisor you have an important skill to learn, and that is drawing a balance between firmness and control and warmth and being a democratic leader.

It's easier to be a punitive supervisor than a positive praising leader

It's safe to say that if you are not liked by your employees, then big problems will follow in the way of workplace sabotage, passive aggressive behaviors, back-biting, and the like.

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.

So, how can supervisors increase positive interactions? Keep reading to find out or see this new program called "Oh! So Easy" 14 Vital Skills for Supervisors

Supervisors need to regular establish communication habits that they can use daily with their employees. These habits of communication will the manager improve interaction with subordinates and grow their reputations as positive, warm, dependable, generous, and constructive leaders who know how to develop their people. All of this this translates to "nice." So nice is not your ultimately your goal. Having employees see you as nice is in fact, a byproduct or result of your skills and abilities in managing people effectively. Can you see that?

Let's begin with approach employees. When approaching an employee for any reason, the supervisor should lead with a statement of something positive so employees do not learn to associate the presence of the supervisor with corrective and punitive role. Avoid having your wonderful face be linked to a negative interaction or other painful exchange that becomes indelible in your employees mind.

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.

Key to being effective is asking employees for their solutions to problems and work unit concerns, and treating them like pros regardless of the positions they hold -- even on the lowest rung of the corporate ladder your employee is a professional. Make the janitor your hero expert and have them "feel" this from you, and you are on your way to being a admirable leader.

Supervisors, in other words, should intentionally interact with their employees when things are going well. Don't just interact with employees when a crisis occurs. Instead, 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--and remember that every word you say will be remembered, indelible, and engraved in stone. Use these small-talk moments to learn about your employees’ needs.

Also, supervisors should praise employees. This is a no brainer, but as a supervisor demonstrate your awe of your employees' past achievements, not just the ones you witness on the job. You will reinforce their enjoyment on the job, help them have a more positive day, and influence their thinking and motivation in how to engage with the organization's goals.

Finally, look for roadblocks to your employees' success. Roadblocks are natural in every process or path that seeks a desired outcome, but more often employees typically try to find workarounds and coping strategies rather than complain. You don't when in fact the manager has an instant solution.

To find roadblocks, pay attention to what is impeding performance. See performance, conduct, attendance issues, absenteeism, and tardiness or attitude problems first and foremost as symptoms of something else, not necessarily the problem itself.

Follow these steps and you will be liked, and the ones that will like you even more will be upper management who have the ability to influence your career for the better.

CLICK HERE AND GAIN FROM THESE SKILLS EVERY SUPERVISOR MUST KNOW
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