Stress Management Tip: Better Problem Solving

Sometimes stress management isn’t about relaxation, better eating, getting a massage, or practicing yoga. The best stress management strategy might be a better way to solve a stressful problem. Here’s a problem-solving formula to apply to the root of a problem you face that causes stress: 1) Define the problem; 2) Think of as many ways to intervene as possible; 3) Select the most practical solution; 4) Write goals to achieve; 5) Write objectives under each goal; 6) Select deadlines for #4 and #5; 7) Commit to success (say “no” to distractions and procrastination); and 8) Begin.

When You Don't Mind Giving a Raise

Not all requests for raises are inappropriate, but as part of your supervisory skills training, you may want to add this brief presentation to your bag of tricks. You will need it in the future. You may think the employee deserves the raise he or she is asking for, but regardless, teach the employee to be professional by putting the request in writing using a format that you can take to top management. They will want you to justify it. Make the employee do the work. So, a written request for a grade increase or promotion is more effective than an oral request. Oral requests are easily postponed, forgotten, and argued against. That's the rationale, so tell the employee this. They also put the burden on the manager to “sell" the whole idea to the next level of management. Tell your employee to do the following. Try this proposal outline: 1) statement of original duties and responsibilities for the position; 2) statement of present duties and responsibilities for the position; and 3) identify each new duty and how it demonstrates increased responsibility, not workload. By the way, this is called completed staff work and you can learn about that too. A newsletter to help you learn more skills is FrontLine Supervisor Newsletter. It's now in it's 17th year.

Stating Opinions Diplomatically

Whenever you volunteer your opinions or concerns, are you speaking respectfully and tactfully to your coworkers or teammates? Do so and others are more likely to appreciate your tone and heed your views. If you sound preachy or tell people what they should do, your ideas, even if they are stellar, will face a harder sell. 

To state your opinions diplomatically and improve receptivity to your ideas, establish a give-and-take conversational style when you speak with your team. Rather than spout your ideas, ask questions so that others do most of the talking.Listen attentively and show interest in how others arrived at their conclusions. Try it. 

These are powerful engagement skills, and your peers are likely to ask what you think or believe. And along with this approach comes more attentiveness to what you say. Add a quick overview of your evidence to support your opinions when offering your input. Example: “Based on three instances in which we lost a potential customer, I’m concerned that our sales pitch isn't working very well.” The study of how to be effective and productive in business group discussions is called “group discussion dynamics.” It is a highly researched and studied topic. Lessons learned are available to help you improve your productivity and achieve more for your employer. Learn more about it to advance your career.

Reduce Supervisor Stress: Max Out on Using Your Organization's EAP

Many of you looking to improve your supervisory skills have employee assistance programs available to you for consultation through your company. The problem is that I am the first one to tell you this.

It is likely that you have therefore not had an orientation with a representative from the managed care company that runs you organization's employee assistance program, correct? This is par for the course these days, but it did not used be this way. Decades ago, supervisor training was a must, and it paid off. If you had one of these orientations, the professional counselor would give you instructions about how to refer an employee who was having job problems. So, let me give you a few helpful hints righ now. Although there are many different styles of confronting employees and recommending use of the employee assistance program, some methods work better than others. One technique that reportedly works very well is reserving a prearranged appointment time for your employee when you initially consult with the EAP about the pending referral. If your company's employee assistance program does not have a provision that includes consulting with supervisors, it is flat out, a bogus program not worth a dang. Continuing on, when you meet with your employee and conduct your corrective interview, offer the prearranged appointment to the employee if he or she is willing to visit the EAP. Do not, however, require or strong-arm your employee into accepting the appointment time. Accept your employee's desire to make his or her own appointment if the prearranged appointment is refused. Your offer of the prearranged appointment should only be a convenience to facilitate follow-through in visiting the EAP upon your recommendation. (The sooner the appointment follows your corrective interview, the better.) Definitely always ask your employee to sign a release so you can verify attendance. Don't say that signing one is required unless you have "held in abeyance" the employee's termination in lieu of his or her choice to completely cooperate with the EAP. Most employees will sign a release. Then you will be able to communicate with the EAP, but not about details. Only verification of attendance and cooperation with the program's recommendation.