Too Much Trepidation with Taking Disciplinary Actions?

Do you sometimes feel resistant to taking necessary disciplinary actions with employees. You're not alone. If you ignore your company's disciplinary tools (yes, "tools" because disciplinary action is not punishment) you'll tolerate many employee problems too long. Why the resistance? And how do you get past it? Disciplinary actions must be carefully considered and clearly warranted before being administered, of course. Doing whatever is reasonable to help an employee improve performance should precede such measures. But they are not punishment. By setting up mental roadblocks like this one, supervisors undermine their efforts to maximize productivity. Improper documentation, failure to follow proper procedures, or being unable to demonstrate a good-faith effort to help the employee improve are examples of such roadblocks. Getting advice from internal experts, such as human resource representatives is indispensable for supervisors attempting to confront employees with significant problems. Don't go it alone if you feel some trepidation.  Proper use of the consultative function from your HR department or even employee assistance program can frequently eliminate the need for discipline altogether because a new idea may emerge in your discussions. Your emotional involvement with the employee, particularly strong feelings of anger, betrayal, and resentment are other common problems you may possibly face in supervision. Seek to separate yourself from emotional involvement and your supervisory role; failure to do so frequently contributes to the likelihood of missteps with supervisors and the increase of risk to the employer. Have you seen the new supervisor tips newsletter?

The One Minute Intervention to Help Your Troubled Employee

If you have an employee who for the first time demonstrates a behavior associated with sexual harassment, a firm management response often prevents a second offense by the employee. But if the employee has difficulty with the control of impulsive behavior or a long history of personal issues that contribute to this inappropriate behavior, something more may be needed. We're talking professional help. I know what you are thinking. You’re thinking, fire the bum. I’m grinning because you won’t do it if this employee is one you value. True, unfortunately, if you will eventually become sick and tired of this employee enough to actually let him or her go. But you reach the SATOBSAD (Sick and Tire of Being Sick and Tired) don’t do it--at least not yet. Instead, get a grip and try this sure-fire intervention that puts the problem squarely on the employee's shoulders. You get to step back in full control and let nature takes its course. Simply tell the employee that today is his last day at work unless he wants to get an assessment with a professional person you know (someone you’ve contracted with as a professional employee assistance counselor). It's totally up to the employee. He or she gets the red carpet treatment if they say yes. That means..holding the job action in abeyance if the employee decides 1) he needs help 2) goes to the assessment 3) cooperates with getting help. If not, the action will not be held in abeyance. The action is based on job performance problems. Remember, your employee may need professional help, but you don’t have to make that determination at all. In other words, you are accommodating based upon his or her request so the employee can get help for a personal problem he or she thinks exists, not you. You are not diagnosing. It is the only way the employee can keep their job—to decide here and now that he or she has a personal problem for which he or she would like to be accommodated. If no problem exists, then the employee can be dismissed. There is no other option. Very few employees will voluntarily be fired in this situation.

Why Teach Supervisors about Substance Abuse and Addiction?

I knew some one ask me this question, "If supervisors are not supposed to diagnose alcohol- or drug-addicted employees, why are signs and symptoms of an employee with a possible alcohol or other drug problem, like alcohol on the breath a good thing to give to supervisor training?" Folks, you know that addiction is the most misunderstood health problem in world history. This means that it you don't give supervisors accurate information about addiction, they will remain in total ignorance about the problem and vulnerable to manipulation by drug using or alcoholic employees. Yes, it is a good thing to provided supervisors with common performance-related signs and symptoms too. In fact, it is critical to have a comprehensive list. However, the a really strong grounding in signs and symptoms of alcohol addiction must also be provided so supervisors are dispelled of their own myths and misconceptions. It is these myths and misconceptions, along with codependency and enabling that keeps addicted persons ill in society. Interrupting this pattern is a what accurate information about substance abuse is all about. Take a look at the drug and alcohol education center to learn more. Some performance symptoms may be more common among employees with alcohol or other drug problems, like absenteeism. But these are not diagnostic of alcoholism. Alcohol on the breath may be a performance issue upon which to base a supervisor referral, but it alone has little diagnostic value as well. Training supervisors helps them avoid natural inclinations to focus on images, myths, or stereotypes of addicted persons and then completely avoid confronting a troubled employee. Still information that tackles the myths prepares managers to do the most good when they meet up with both an under-performer who also happens to be an alcoholic or drug dependent person.

And that's a Direct Order!

The best managers sell their ideas by communicating a clear objective and inviting input, rather than simply handing down orders. So what's the secret? You can have your ideas implemented more successfully, while gaining more support and ownership among those you supervise, if you follow these steps: 1) rather than focusing on control of a project or plan, focus on exciting subordinates with a vision of what you would like to accomplish; 2) get employees involved in the implementation by communicating a clear objective; 3) invite input and provide a forum or means to register this input; 4) promise to review and consider input; 5) divide a project into stages and delegate responsibility for the completion of certain steps; 6) recognize people for their effort along the way and spread credit for success; 7) whenever possible, seek to create a fun work environment; 8) maintain a two-way communication process. Want more tips like this one? Try FrontLine Supervisor Newsletter

Forget About Employee Burnout, At Least In One Respect..

There are job performance issues associated with burnout, but using them to determine if your employee faces burnout is not a good idea. This is because these behavioral signs and symptoms are mostly secondary to the mental health issues of burnout underlying them. Also, other problems may contribute to what appear to be burnout symptoms. Avoid this diagnostic examination and pondering because you will make more efficient referrals to the EAP. For example, one symptom of burnout may be dread at getting up in the morning to go to work. You can’t document “dread,” but you can document tardiness. Another symptom of burnout may be resentment toward other employees who love their jobs and are bright-eyed about their careers. You can’t document resentment, but you can document conflict. It is hard to document “lack of motivation,” but it is easy to document incomplete assignments, lack of initiative, or work delays. I am afraid when you search the most effective supervisor training programs, that you will not find this level of insight because the folks who write most of these courses are too far removed from the trenches, the inter-psychic issues of employees, and the hard knocks it takes to deal with the relational issues. However, you will find this material here. Supervisor Training for Management

Feedback Works Both Ways

Employees blossom with positive feedback from bosses, but this works both ways. Don’t hesitate to give your boss positive feedback when things go right. You’ll nourish a more effective and rewarding relationship and contribute to your own job satisfaction by reinforcing what works. Bosses have a powerful effect on employee happiness, so help them out by keeping the communication flowing. Don’t underestimate your role in nurturing a powerful and constructive relationship with your boss. The secret is reciprocity and mutual respect. You may be subordinate in the hierarchy, but what you say and think matter.

Handling Delicate Conversations

Discussing with a coworker the need to correct a personal habit or stop an annoying behavior is an age-old dreaded experience. If you have procrastinated with such a chore, chances are you’ve grown more irritable and frustrated, but is your job satisfaction and productivity also slipping? If so, it’s a good sign to delay no more. Realize that the reaction you imagine getting when you broach the subject is almost always overblown. Thankfulness is a much more likely response from your coworker than shock and horror, so go for a polite style. To proceed, request a private meeting and say you would like to offer some feedback that is difficult to share and that it is personal. This is a buffering introduction to help your coworker be receptive. Share your concern in a direct but calm manner. Always add how the behavior affects your productivity or work environment. Smart move: Affirm the value you and others maintain for your coworker. This won't undermine your goal, and it will add to your coworker’s motivation to change.