No Such Thing as a "Functional Alcoholic"

There is no such thing as functional alcoholism, just as there is no such thing as functional cancer. Both are chronic potentially fatal illnesses that grow worse over time. The term functional alcoholism allows the enabler (that's you if you ever use this term) to continue the advantages of the relationship they have with the alcoholic, even while their role as an enabler grows worse. Functional alcoholism assuages your guilt for doing nothing but help the alcoholic get worse. The defense mechanism is akin to “minimizing." Functional alcoholism means “his or her drinking problem doesn’t bother me.” Those labeled as functional alcoholics by others often demonstrate middle or late stage alcoholism characteristics including blackouts (memory loss while drinking), DUI arrests, and dysfunction within their homes, including relationship problems with the spouse and children. You don't hear about or see evidence of these things in your workplace relationship because evidence of acute, chronic alcoholism shows up there last. The most enabling statement--the real killer--is helping alcoholics to the grave by calling them functional. Translation: The drinking problem doesn't bother me. This video explains more. https://www.youtube.com/watch?v=HfHSlbR8X_E&spfreload=10

Why do supervisors avoid confronting employees about their performance issues?

The most common reason for avoiding confrontation is fear. Overcoming this fear is accomplished by understanding how to use an effective approach. Being firm and direct, and not sugar coating the message is important, but this can be accomplished in a way that eliminates heavy-handedness and engenders cooperation. For example, “Bill, I received feedback about your customer presentation yesterday, and I want to share it with you.” “Bill, some customers felt your presentation lacked depth in its details, leaving them feeling more confused. Were you aware of these concerns?” “Bill, I want to work with you to improve your marketing presentation, how would you suggest we go about making such improvements?” Notice in these examples how the supervisor elicits a “partnering” approach to solving problems. The concerns of the supervisor are concrete, and the approach is likely to elicit better cooperation in solving the performance issues versus harming the relationship by making the employee feel scolded.

Teach Employees to Do Self-Evaluation

Here's what to educate your employees to do...

Explain t employees the art of self-criticism. After all, there’s nothing wrong with self-criticism. An employee can always improve. But don’t confuse self-criticism with self-punishment. Engage in self-criticism that elevates your skills and abilities with a forward-looking approach. The gist: Start by reviewing the successful elements of your recent project. Next, divide your assessment into meaningful parameters that you will critique. If your job was to prepare an annual report on widgets for your employer, consider quality, timeliness, use of resources, format appearance, or even self-imposed stress, if you suffer from procrastination, etc. You can divide any project into similar parameters. Rate each one on a scale of 1 to 7 to judge degree of accomplishment. Identify areas for improvement, and review your critique just before your next assignment. Now, attempt to beat your score as you begin working on the new project. 
You can get a subscription to Frontline Supervisor EAP Newsletter which will teach your supervisors how to manage troubled employees and improve their productivity while also having positive relationships with them. Frontline Supervisor is the only newsletter in the world designed to help supervisor help their most at-risk employees using the designated employee assistance program properly-- Go here to get a free trial.

When Employers Come Calling After Work Hours

Employees who receive electronic correspondence from work after hours become angry more often than not, and that can interfere with their personal lives a new study from a management researchers at the University of Texas Arlington shows. The study showed that employees become angry when contacted via electronic messages after work.

The study--The Effects of Electronic Communication during Nonwork Time on Emotions and Work-Nonwork Conflict-- surveyed 341 working adults during a seven day period to track their feelings when they opened a work email away from the office.

" People reported anger when receiving after hours communications, but those who did not allow it to interfere with either lives (the integrator) were happier and healthier. Those did not have integration capability and more disrupted lives. Many training recommendations are included in the study. Read more at https://www.ncbi.nlm.nih.gov [Search: PMC6164214]

Communication Courses that Will Impress Those People at Work

 

Increase your communication skills with these credit courses that will impress your boss, set an example for others, and make you more competitive at work with best practices in workplace communication!

DOT DVD for Supervisors to Train for Workplace Substance Abuse

The one thing that disturbs me most about substance abuse training for supervisors especially with most of the DOT DVD program I see, is that there is too much about drugs other than alcohol being discussed. We all know that alcohol abuse and alcoholism are really what you will typically discover when overseeing workers. But this substance  - beverage alcohol -- does not get a lot of attention. Or, at least it is very minimal. The YouTube https://www.youtube.com/watch?v=CO5sxMdeCNI 

This program will lead you to a good substance abuse awareness program that does a fantastic job on alcohol awareness. It may even get you squirming in your seat if it cause you to self-diagnose! To see the entire TWO PROGRAM - here http://bit.ly/dot-dvd

The Most Important Discussion You Can Have With a New Hire

Congratulations, you had 19,234 applications for the new account executive. What are you going to do next? The answer is not Disney World. To start this relationship off right, the first conversation you should have with the new employee is one that most managers do not. That discussion is, a very detailed and in depth discussion about “Why we picked you.” It sounds obvious, but this discussion would go a long way toward establishing a future relationship of clear expectations that match a vision you have for your employee contribution to the organization. It makes that vision more likely to come to fruition. Most employers assume the employee who is hired knows the answer to this question, but they don’t, not really. Your discussion should be more than, “You were the best pick. You stood out.” Or “We liked your experience and your energy.” Go deeper. Tell the employee your hopes and dreams for the position. Paint the vision and describe the mountain top you hope to have your employee ascend with you. This vision becomes an anchor your employee will not forget. Want more highly nuanced tips and advise for supervisors so they don't flub up and get your company sued out of existence for improper supervision practices? We're now in our 21st year of continuous print--the oldest, most widely read supervisor tips newsletter on the plane.. and for good reason. Subscribe to Frontline Supervisor Newsletter or get a free trial right here.