December 2014
Dealing With Conflict Resolution
Developing a Strategy for Bad Attitudes
What is "Authentic Leadership"?
Employee in Drug Program Needs EAP
Let the EAP Assist With Angry Employee
Q. Can you recommend a quick conflict resolution strategy that supervisors can use? Is there such a “formula” – an A, B, C approach? Then, if that doesn’t work, we can refer to the EAP.
A. There are thousands of books on conflict resolution, each with variations on the subject. This shows the difficulty in a cookie-cutter approach. However, where conflict resolution between two employees exists, changing the dynamic to elicit more cooperation between warring parties can help speed a resolution; for example, insistence by management that the conflict be resolved and having participants face some sort of penalty or consequence for failure to do so. Instantly the dynamic is one of cooperation, with the conflict itself, not the other party’s perceived unreasonable demands, the bigger problem. Managers who do not understand this simple dynamic may fall victim to playing the role of cajoler, attempting to wheedle and coax employees into cooperating. This mistake puts more focus on the solution than on the inappropriate behavior of employees, and years may then pass without a resolution.
Q. How do I correct an employee’s bad attitude?
A. Asking how to help correct an employee’s bad attitude is similar to asking how to resolve a pain in your neck. The next step is “Tell me more.” All supervisors will complain about an employee with a bad attitude at some point in their career. Typically, the description entails a negative and cynical communication style, disagreeable nature, suspicious view of management’s motives, or someone whose statements consistently undermine morale. Attitude problems require the best documentation because these employees are often smart people with plenty of logic in their presentation style. Moreover, nearly all employees with bad attitudes have something valuable to say about needed change, so it is often a mistake to see them as entirely unreasonable malcontents. Verbal counseling is universally hailed as worthless by supervisors in creating long-term change. A supervisory consult with the EAP is recommended to develop a change strategy, and this will usually include teasing out any legitimate complaints.
Q. I often see references to the importance of “being yourself,” “being authentic,” and “being a real person” as a skill for supervisors. What does that actually mean? Does it mean being a certain way or making sure that you do not act in a certain way?
A. Being yourself, being genuine, being “real,” not pretending to be perfect, or learning how to be more available emotionally to employees all refer to the same thing: “authentic leadership.” This is a dynamic in supervision, the goal of which is to increase productivity of workers by establishing optimal relationships with them. The idea is to be professional but at the same time to balance this with approachability, friendliness, openness, and affability. The opposite of this is a supervisor who is physically and/or emotionally remote, detached, and mysterious to his or her employees. This balance is a learned skill. Supervisors vary widely in their ability to do it. Being authentic is not just being nonthreatening to employees but also being purposeful so the manager can elicit employees’ opening up to the supervisor so their strengths and weaknesses, personality, and working style can be better understood. This in turn allows the supervisor to help an employee maximize his or her potential. This improved relationship with the supervisor facilitates the workers also putting forth more effort.
Q. We planned to fire an employee on Monday, but he entered a drug treatment program over the weekend. We were informed by a few of his coworkers. Should we get the EAP involved? How? We can’t reach the employee. Perhaps it isn’t necessary at this point.
A. There is much the EAP can do, but it cannot approach your employee to request he or she participate in the program. Consider contacting family members or the coworkers who contacted you to have them act as liaisons to get a release signed and get started. The EAP may then visit the treatment program. Whichever method is chosen to connect with the employee, the EAP can assist your employee in follow-up, advocate for services after discharge, meet or help arrange back-to-work conferences, monitor continuation and participation in whatever post-discharge treatment plan is recommended, and do long-term follow-up. All these services can help reduce the likelihood of relapse.
Q. My employee has no job issues, but I am fearful of his return to absenteeism problems and angry mood swings everyone was seeing two weeks ago. Is it too late to make a supervisor referral to the EAP? Also, this same pattern happened about six months ago.
A. No, it is not too late to make a supervisor referral. Your documentation is important, of course. If you are unsure about its wording, consider consulting with the EAP. What you say and how you say it are also important, so consider discussing with the EAP an effective delivery. The EA professional can also help you identify additional key points to include in your constructive confrontation. You have a clear rationale for your meeting with your employee, despite not meeting with him two weeks ago. Motivation for your employee to follow through may be diminished, but an attempt still should be made because serious personal issues may underlie this type of behavior-performance pattern. The symptoms of many chronic personal problems can be concealed or suppressed temporarily, especially if the fear of not doing so is great.
November 2014
How to Avoid Job Burnout
The Most Common Complaints About Bosses
When Termination is Not an Option
Supporting Employees After a Traumatic Event
How Can I Make My Job More Meaningful?
Q. The faster the technology becomes, the higher the expectations become for shorter deadlines, more communication, and anxiety about competition. The problem is that humans can only take on so much. How do I avoid burnout? Maybe I am the type that can’t handle the pressure.
A. Burnout is often linked to the work culture, where jobs have become more demanding and everyone faces more pressure to respond and dedicate increasing amounts of time and emotional energy to the job. This means you are expending more effort and using more mental resources (focus) to accomplish work goals. Don’t fall for the myth that burnout happens only to employees who can’t handle job pressure or monotony. The way to fight burnout is to be thinking upstream, anticipating its possibility, and being on the lookout for symptoms. An example might be waking up in the morning and having an empty or an “I hate this job” feeling. Remaining passive will only allow the intensity of this feeling to grow. The EAP will help you find one or two behaviors that are contributing to burnout (your response to work pressure contributes to it) and one or two new behaviors you can practice to overcome it.
Q. What are the most common complaints about bosses?
A. Common complaints from employees about supervisors include being micromanaged, not listening to me, not being tolerant of a different opinion, not following through on promises, giving deadlines that are unrealistic and that put too much pressure on me, not having enough time to talk to me, not giving me enough feedback about my performance, and he/she is too disorganized. Except for one issue, the denominator among these complaints is communication. Only “being disorganized” stands alone. Earlier communication, communicating one’s concerns to the supervisor, being more receptive in interpersonal communication, and asking for more communication from either party would resolve these complaints. Are you able to see how your role in encouraging, seeking out, expecting, and holding employees and yourself accountable for effective communication can create a more harmonious workplace?
Q. How do I get an employee to do something that is part of the job when he or she doesn’t want to do it and refuses to do it? By the way, termination is not an option. Can the EAP motivate this person?
A. You’re hobbled without credible authority in this situation. Refusal to work is usually enabled by a perceived lack of consequences. So the real problem is lack of leverage or influence in the employment relationship. The proof is that the employee is calling the shots. Your focus for a solution should begin here. Is it fair that you should have to manipulate or sweet-talk your employee into doing the job? Meet with your supervisor and next-level manager. Discuss the situation. You may be surprised at how a discussion among you three produces a dramatic shift in manner, approach, and resolve in dealing with the insubordination. You can then clarify the organization’s expectations (not just yours) with the employee. The EAP has a definite role in addressing underlying issues of your employee’s behavior, but it is recommended that you first reassert the realistic nature of the employment relationship in unison with your superiors.
Q. After a traumatic incident, what can supervisors do to play a helpful role in supporting employees? We aren’t counselors, but employees look to us for direction and strength, so we can’t be unmindful of our role.
A. Employees do naturally turn to supervisors during a crisis. Some may rely upon the supervisor as a leader for direction and guidance, some may vent anger toward them (e.g., “OK, you’re in charge, so now what?”), and others may seek a closer relationship, venting feelings and seeking empathy and a stronger bond as the wall of formality and detachment momentarily falls. Some may treat the supervisor like a parent. Recognize that these and many more are normal responses following critical incidents. You should not counsel employees, but be accepting of different reactions. Be alert to more extreme reactions that signal a need for EAP support, and coordinate with the EAP how to best employ its services with your group. Plain visibility and presence have their own healing effect, so “be” with employees as much as possible. After an incident, employees want information, so keep it flowing. It reduces anxiety dramatically. Finally, ask the EAP about tips for taking care of you.
Q. I hope to be with my employer until retirement, but frankly, I am no longer thrilled with what I do. I am bordering on not wanting to come to work. How can I make my job more meaningful and not allow my attitude to affect employees?
A. Two key dimensions of your job include “what you are doing” and “who you are doing it with.” Your job and duties may be static and inflexible, but your relationships are not. Don’t let these relationships suffer, because enhancing them is the answer to your problem and you are at an advantage for doing it. Greet employees every day and enhance the people dimension of your work. Encourage employees when they are having rough days and steer employees toward their potential. Discover how you can elevate their lot with mentoring and opportunities. See the book “Why Motivating People Doesn’t Work (And What Does),” which was just released in September 2014. You’ll discover powerful insights and new ways of engaging with employees that may help you leap out of bed in the morning. Also, talk to the EAP. Together you will discover more ways to put meaning in your job.
October 2014
Performance Counseling is Not a Place for Anger
Dealing With an Under-performing Employee
How Not to Procrastinate Bad News
How to be a Great Leader
Update on Sexual Harassment Issues
Q. I got angry at an employee who has been doing a lousy job, and I’m sure I was pretty intimidating. How can I keep my emotions under wraps in the future? Do I need anger management counseling?
A. To reduce your risk of becoming angry in a performance counseling session, spend time planning the meeting and what you want to focus on. This will help you create the proper mind-set. A lack of structure will predispose you to act emotionally because of your feeling that you have little control over the process. This feeling will be made worse if your employee is provocative or shows indifference. Avoid feeling pressured by time in such meetings. This adds to your anxiety. Maintaining a constructive tone and a calm, professional demeanor flows from proper planning, not from the practice of anger control techniques. However, if a pattern of anger reveals itself in such meetings, contact the EAP.
Q. How are employees negatively affected by my not dealing with an under-performing employee? Over the years, I’ve held off dealing with some substandard performers, often “longtimers” with nonproductive work habits. I backed off because others seemed to pick up the slack.
A. It’s stressful confronting employees and dealing with poor performers, especially longtime employees who may suddenly question why after so many years you are now “picking” on them. However, not doing so will create larger problems. When you send a nonverbal message to other workers that your expectations are not very high, outstanding workers who typically perform well with little supervision can succumb to a nonverbal message that you will accept mediocrity. As a result, they may not perform at their peak level because you apparently don’t care. Your best workers may have high standards or may work for anticipated future rewards, but they naturally respond to the standards and expectations that the organization sets. You undermine this productivity dynamic by letting some workers just get by. Not expecting the best of your employees will engender a work unit characterized by malaise and morale problems. Consult with the EAP to help you plan an effective approach.
Q. It’s difficult initiating conversations that an employee will find alarming and disappointing — things like dismissals, transfers, moving an office, reduction in hours, or other shockers. My problem is procrastination. How do I act sooner?
A. Recognizing the problem of procrastination indicates you’re halfway to solving it. Procrastination is the number one roadblock and compounding issue that makes any difficult conversation more stressful and is the best predictor of an undesirable reaction. Almost universally, difficult conversations are delayed for one reason: waiting for the perfect time. (Example: It would be easier to tell an employee their job was being eliminated after he or she won the lottery.) To make difficult conversations easier, don’t delay. It is not necessary to rehearse in front of a mirror. More helpful is knowing the answers to all the questions your employees might ask. This will reduce your anxiety the most. If you feel overwhelmed by the prospect of the meeting, meet with the EAP to process your concerns, fears, or guilt. You’ll feel more empowered, and you’ll be better prepared to be of help to your employees, regardless of their reactions.
Q. I am a new boss and would like my employees to consider me a good one. I am not charismatic, but what can I do? How can I act to inspire and motivate them to believe in me and follow me as a leader?
A. Charismatic leaders typically demonstrate strong beliefs and are passionate about work goals. They imagine magnificent outcomes that their peers often consider unattainable. However, their genuineness and passion inspire others. This level of enthusiasm is infectious, creates engaged workers, and contributes to a positive work unit. This is what employees want. They want to be excited, and they want leadership demonstrated. You can adopt this leadership style without charisma. Commit yourself to your role and aim high. Seek input from outside resources, mentors, and personal sources of inspiration so that you can pass this energy on to your employees. This is crucial. If you remain a manager who is open-minded, teachable, and hungry to learn, and you are excited to share that energy with others, then you’ll have a hard-working, dedicated team that will talk about you in positive terms for years to come.
Q. Sexual harassment in the workplace has been around forever, and most employers have policies that point out the illegality of it as well as the consequences for perpetrators. Is there anything new to know about this age-old unacceptable behavior?
A. Just when it seemed that employers were getting the upper hand on sexual harassment, along came technology, and with it came new risks. Prevention training is important, but supervisors should also play an active role and intervene where appropriate to curtail behaviors that could constitute sexual harassment. There simply is no substitute for this role. New risks are posed by instant messaging, blog posts, Facebook chats, emails, text messaging, Twitter, LinkedIn, and other social media sites. These tools allow instant irretrievable communication, which naturally increases the risk of sexual harassment in daily communications. However, education may be working, because according to the Equal Employment Opportunity Commission (EEOC), the total number of claims filed for sexual harassment has decreased each year since 2010. On the other hand, the number of total claims filed by men has increased to about 17.6% of total filings. Meanwhile, the dollar value of financial awards to victims has risen dramatically. For the latest statistics, go towww.eeoc.gov and type “sexual harassment charges 2013” in the search bar at the top.
September 2014
Fostering a Positive Attitude
Management by Wandering
Uncooperative Employee
Curbing Internet Addiction
Performance Counseling
Q. How can supervisors help employees maintain a positive mental attitude?
A. If you have a good working relationship with your employees, you can play a constructive role in influencing their positive mental attitude by blending positivity into your supervision style. Here are some ideas:
When coaching, remind employees of their capacity to achieve so they “buy in” to their own potential.
Encourage employees to embrace personal growth opportunities within the organization and the community.
Encourage employees to take chances and think big when it comes to pursuing their goals.
When crises occur, model calmness, coolness, and a level-headed response.
Encourage employees to develop their passions and find the professional niche that matches their talents and values.
Model hope and optimism when the going gets tough.
Interrupt negative self-talk and reassure your employees that they have what it takes to win, which will reduce their self-doubt.
Encourage employees to “smell the roses” and pursue work-life balance.
Q. I like the concept of “management by wandering around.” I read about it in a textbook, but I think employees don’t like a supervisor who sneaks around in the workplace. Should I let employees know when I am coming? I think anything less will undermine trust.
A. Management by wandering around (MBWA) is a supervision technique that is designed to be random or unpredictable. The idea is to better gauge work processes, issues, and problems by showing up unexpectedly. You should also add catching people doing something “right” to this list! No one truly knows where the idea originated, but scheduling visits would undermine its purpose. Letting employees know you involve yourself in this practice, however, would prepare them to be less annoyed when you show up unannounced. Certainly there are employees who do not like surprise visits from wandering management, but what they would resent more is you not caring at all. To make this practice more effective and less intrusive, create a tradition of doing it regularly, and engage with employees along the way by listening to their complaints, ideas, and recommendations for improving productivity. Nearly all employees have some. They’ll feel heard and you and your employees will both see value in the practice of management by wandering around.
Q. My employee has been with our company for a long time. He refuses many assigned duties as well as some that are part of the job description. I don’t think anyone in management is willing to consider termination. They want me to “fix” the problem, but I have no leverage. Now what?
A. Simply put, it appears as though you are unable to direct the employee’s work. If true, then you have lost control of the employment relationship. Troubled employees who have gained this sort of leverage over their employers create a lot of risk. Unfortunately, it is not uncommon. Entitlement thinking may lead to bossing coworkers, bullying fellow employees, breaking work rules, end-running managers, and using company property for personal business. Fear of the employee’s reaction to confrontation and adapting to avoid it ultimately created this personnel issue. Start by making a formal referral to the EAP. Document the poor cooperation, work refusal, etc. Regardless of whether the employee accepts the referral, meet and consult with the EAP; your manager should also be involved in this meeting. Discuss a concrete action plan. In matters of this type, management teams that focus on a solution usually decide to draw a line and insist on change. The good part is that most are pleasantly surprised at how easily the employee turns around!
Q. What is Internet addiction and how can I spot whether Internet addiction is affecting productivity? How would you hold an employee accountable if you can’t “diagnose” the worker? It seems like a catch-22 to me.
A. “Internet addiction” is commonly discussed in the media and online, but it is not an official medical diagnosis yet because words like “addiction” (and “disorder”) are reserved for accepted medical conditions. Internet addiction also describes many compulsive uses of technology. The preferred term is “compulsive Internet use.” Other forms of compulsive use of technology include social media use, such as checking Facebook, gambling, gaming, pornography, shopping, and financial trading. Any of these may negatively impact workplace and personal productivity. Beyond electronic discovery of usage, assignments not delivered on time may be a potential key indicator of compulsive Internet use. Lying about use of time on the job or lying about using the Internet for important business purposes is also common when someone is affected by this. To document productivity issues, assign measurable goals to your employee, such as a certain number of “widgets” or tasks that must be completed on time, weekly.
Q. Can you give me a checklist for counseling employees about their performance to reduce the likelihood that I will leave something out, allowing the employee to manipulate me by saying some element of our discussion was omitted?
A. Try the following checklist: First, ask the employee how things are going, and whether he or she is having any difficulty with assignments. You’ll be surprised at the self-awareness. Next, discuss your concern, and any discrepancy between what you’ve observed and the employee’s self-assessment. Then, tell the employee exactly what expected outcome or result must be achieved. Discuss specific examples of the performance issue in question and how it can be corrected. Before ending the meeting, ask your employee whether he or she understands what needs to be accomplished. Failure to make this clarification will lead to a claim that confusion existed at the end of your meeting. Note: Prior to your meeting, consider your employee’s essential duties and performance standards. Are they reasonable? Clarify and affirm that expectations are reasonable, and advocate or make changes, as needed. Also, don’t forget to make the EAP a key part of your supervisor’s toolbox.
August 2014
How to Improve Employee Feedback
The Importance of Diversity Training
Teaching Assertiveness to Employees
Employee Has a Violent Spouse
EAP Can Help Supervisor Improve Skills
Q. Can you give me quick tips on giving feedback to employees, specifically, how to respond to their defensiveness and what to say or not say in response that will increase the likelihood of their finally accepting what I have to say?
A. Feedback is more complex than it first appears. Not only is there a process for giving feedback, but there is also a bit of art to responding to defensiveness. Most employees do not relish constructive criticism, despite its value, so listen calmly to what your employee has to say and be understanding. With empathy, say, “I understand your point.” Receptiveness to feedback (or something akin to it) is then likely to follow, helped by your noninterference with the venting process. Do not equate defensiveness with denial or complete rejection. After all, your feedback is truthful. What follows is likely to be your employee’s asking, “Can you explain more about what you mean?” This is an indication that acceptance is near. Your goal is not 100% agreement with your feedback but agreement that your feedback includes things to be considered. That’s a win.
Q. Regarding diversity in the workplace, what is the purpose of educating employees to understand the cultural norms of foreign-born employees while training employees from other countries in the expectations of the cultural norms in the USA?
A. When training foreign-born, new workers to understand American customs, you will not eliminate manners of communication to which they are accustomed. And frankly, that is not the goal of diversity awareness. Although you will not expect your American employees to adopt or practice the cultural norms of another country, educating them about what they are reduces the likelihood of improper statements, harassment, miscommunication, tension, and impersonal comments or questions that foul relationships between workers. So education works both ways. Body language, for example, varies widely among different cultures. Without some awareness training of your employees, how might they react, for example, to a coworker who does not smile back when greeted? For an interesting review of issues regarding personal space, touch, tone of voice, eye contact, silence, facial control, and feedback, check out some of the resources at DiversityCouncil.org.
Q. I think it’s important to coach my employees properly, and because we work in a customer service environment, being assertive is simply a skill that folks need to learn. I don’t want to counsel employees about their personal problems, but drawing the line is tough. Any tips?
A. Certainly there is nothing wrong with teaching your employees assertiveness skills. The depth to which you explore this subject, however, may touch on or generate psychology-related discussions. And there is nothing wrong with that either. It’s important not to wander into diagnosing employees or their intra-psychic issues associated with resistance to being assertive. Refer such matters to the EAP via self-referral. Also, be aware that it’s tempting to analyze people and consider or explore their psychology. We all do it, but as a supervisor, you possess significant authority, and employees won’t easily reject your attempts to drill down and ask personal questions or explore their personal issues. So proceed with awareness.
Q. An employee says her husband is violent. She won’t go to the EAP because she thinks he’ll read her mind and know it. Some employees are worried for her, but he is the only spouse who has brought roses to the office! Frankly, he seems nice. What do you think is going on?
A. There are many possibilities, but you should still encourage her to visit or phone the EAP to discuss her situation. A sudden crisis or incident may increase her motivation, but if she is a battered spouse, the reluctance you see now is not inconsistent with how victims of abuse sometimes react. This “battered spouse syndrome” frequently includes a belief or “omnipresent” feeling that the batterer is superior or in control of the victim. The victim may believe she is being watched. This PTSD-like response demonstrates true fear. Batterers sometimes demonstrate a pattern or cycle of growing tension, releasing it through battering, blaming the partner, and then demonstrating remorse and overindulgence (e.g., bringing roses to the office) to make up for the violence. The cycle then repeats. Do not eliminate the possibility of formally referring her to the EAP based on the impact on your work environment. It sounds drastic, but such a referral would be EAP-appropriate, and it could save lives.
Q. As a new supervisor, I lack leadership experience and struggle with communication, delegation, and generally just trying to feel secure in my position. I admit to also feeling intimidated by those I supervise. Can the EAP help?
A. Yes, the EAP can help. You are describing a lack of basic skills and know-how, but additional issues you touch on are worth examining. These include anxiety, fear, and insecurity about participating in the supervisory role. All these issues are probably surmountable, but “book knowledge” may be only part of your solution. The personal issues may interfere with your ability to apply whatever you learn. There may be certain skills that are more difficult to learn than others. These may point to a need for counseling or perhaps coaching by another supervisor with the experience to assist you. The EAP can lead you to information about the supervisor role but also help you not undermine whatever you learn. There are many ways to acquire the material you seek online or through books and possibly courses. As you improve your ability to manage workers, the EAP can help you tackle periodic roadblocks to success and job satisfaction.
July 2014
Proper Use of EAP
Helping an Employee Succeed
When an Employee May Be Mentally Ill
Feuding Employees
Poor Communication Impedes the Workplace
Q. I manage my employees’ performance problems by doing everything I can to help them improve. If that fails, I refer them to the EAP. Sometimes they are willing to attend, and sometimes not. Is this a proper use of the EAP?
A. You are using the EAP properly to address job performance issues, but using it sooner rather than later has advantages you should consider. Don’t see the EAP as a last resort or final step. A recommendation by the supervisor to use the EAP only after other approaches can be resisted by troubled employees who see the supervisor as an adversary in the struggle over unsatisfactory performance. This dynamic can lead the employee to shrug off your recommendation to use the EAP. At that point, disciplinary action held in abeyance with the option of EAP attendance and cooperation may be the only way to succeed. Try to avoid reaching this stage, however, because you risk turnover and loss of the worker, which is a pricey outcome if the employee is highly skilled. Instead, begin mentioning the EAP at the first sign of deteriorating performance. You’ll have more personal influence early on and less resistance later if a formal referral becomes necessary.
Q. I have an employee who does not measure up to the performance standards of others on our team. Can you suggest ways to facilitate improvements that I may not have considered before I recommend the EAP? Note, that we are very stressed and under-resourced.
A. Your team gives you an advantage for helping your employee improve performance. First review the workload. Some employees in resource-stressed organizations often fool themselves into thinking they can manage heavy workloads and take whatever is thrown their way without asking for help. Make sure the workload is balanced among team members. Are you rotating assignments among them? If not, cross-train, and then swap duties and gauge what happens. Some employees excel at one type of work more than another. Rotate job assignments; this employee may surprise you by demonstrating a range of skills. Don’t pigeonhole the employee because you assume he or she has just one narrow area of expertise. Also, try pairing up teammates. Ask an outstanding team member to mentor a poor performer for a few weeks. This is a practical way to evaluate skill deficits and problems. Even though you are not ready to refer, still consult with the EAP during this evaluation period. You’ll gain insight and be better prepared to refer the employee to the EAP when that becomes necessary.
Q. How do I know whether an employee’s behavior reflects mental illness to the point of needing a psychiatrist or professional counselor? And should I refer to the EAP first or seek a fitness-for-duty certification?
A. You will not be able to make a determination of mental illness in your official capacity as a supervisor. Getting too focused on whether your employee is mentally ill will lead to a delay in taking appropriate action. In an extreme situation, this could create a hazard for others. If you witness unsafe behavior that interferes with the workplace or jeopardizes a safe work environment, or if you see behavior that in your judgment indicates the employee is unable to perform essential duties safely, then follow your organization’s fitness-for-duty policy or the guidance provided by your human resources representative. An EAP referral may also be appropriate in tandem with this step, but safety issues take priority over the success of an EAP referral, which can come later.
Q. I have two employees who are in continuous conflict. I’m fed up with lecturing them, so I am making a formal supervisor referral. Should I meet with them together and refer them to the EAP as a pair, or should I meet with them separately and refer them individually?
A. Meet with your employees separately, and refer each individually to the EAP. There may come a point in time when the EAP recommends they meet together in a session, but beginning this process with separate appointments and assessments will make subsequent meetings more productive and resolving differences more likely. The reverse of this process is cumbersome for the EAP, because it creates a disadvantage by affording less insight into the dynamics and real issues. When coworkers are in conflict, visible and not-so-visible issues exist that fuel the conflict. These may be personal, psychological, or even outside the awareness of one or both parties. Either way, the issues can’t be easily identified without a confidential, individual interview that allows the EAP to examine each employee’s view of the conflict, what caused it, why it is perpetuated, and how it might be resolved.
Q. What’s the most significant problem in the workplace that inhibits productivity, causes conflicts between workers and managers, and creates the most risk for employees and the organization?
A. The answer is poor workplace communication. Because nothing happens without communication, and because every dimension of an organization’s mission depends on communication, it will always be the single most important influencer of productivity or lack of it. We are not talking about just sending and receiving messages. There is no end to getting communication right, but here’s a hint: Think “barriers.” There are many types of barriers that affect every possible type of workplace communication. For an example of how veiled these barriers can be in one area alone, consider new hires. Upon hiring new workers, you should always provide a performance plan that describes the most important duties in detail and how they should be completed. It sounds simple, but EAPs commonly receive this surprisingly common complaint from employees: “I don’t know what they want me to do.” Or, “No one has given me a job description.” Imagine the conflict, misunderstanding, anger, and productivity issues that this communication barrier creates.
June 2014
Interventions are Not Appropriate Workplace Activities
Do Not Underestimate the Older Worker
Sober for 22 Years, Still an Alcoholic
Financial Stress Not Easy to Discuss
The Importance of EAP Counselors
Q. My employees want to conduct an intervention with their coworker who is a meth addict. I support the idea, but they want to do it at work when the employee arrives. I declined to participate because I am not a peer, but I am also feeling a little nervous about this happening at work.
A. Workplace activities that you endorse, especially with regard to personnel matters, should be related to your organization’s mission and functions; thus, there are many potential problems, legal and otherwise, associated with having an intervention at work conducted by employees. Despite perceived urgency and the well-meaning intent of coworkers, you should recommend they meet with the EAP and consider a better plan or approach. Do not put yourself in the position of having approved this activity. Interventions work, and they have received enormous attention in the media by way of books, fee-based services, and even TV shows. However, managers should not approve them as acceptable workplace activities for employees suspected of substance abuse problems, despite what they might see in the movies.
Q. I support an inclusive workforce, but I worry my older workers are more likely to burn out, struggle, resist new technologies, possibly have more illnesses, or get along poorly with younger supervisors. Should I be concerned?
A. Plenty of research demonstrates these are stereotypes that have been blown out of the water. Older workers often get high marks for loyalty, reliability, and having a deeper network of contacts than younger workers who often must attend to and balance many more work-life demands. Older workers, because of their experience, may also understand much more about leadership, the doctrine of completed staff work, proper delegation of assignments, communication and relationship development, teamwork, listening, and the problem-solving process; in addition, they often have better writing skills. These days, workers of all ages have been exposed to technology. Workers in their 60s right now have used computers for decades. Understanding old technology makes it easier to understand newer technology. Developmental psychology tells us that the older we get, the more we are motivated by giving back; causes that support the community and passing on knowledge to others are key values for older workers. You can learn more from the 2010 book, Managing the Older Worker, by Peter Cappelli, which is available at most online bookstores.
Q. My employee periodically refers to himself as an alcoholic but has been sober for 22 years. Why does he use this term?
A. Many alcoholics in an active recovery (especially 12-step programs) who are abstinent from alcohol and mood-altering substances refer to themselves as alcoholics or recovering alcoholics depending on whom they are with and the context of the social or occupational setting. The recognition that one is an alcoholic is not unlike employees who refer to themselves as diabetic even if the disease is well-managed. Many alcoholics believe their very next drink could be the one that leads to their death, because they have come so close to it in the past, tried so many times to get sober, or both. Their sobriety is therefore first and foremost. This attitude of awareness and gratitude is one of self-preservation. Practicing and feeling comfortable with describing oneself as an alcoholic is usually viewed as an important part of their awareness of who they are and the fragile nature of sobriety, and it is a reminder that they could lose it all tomorrow.
Q. None of my employees has indicated that they are having financial problems. Still, I know some of them must struggle with finances. How are money problems among employees different than other personal problems?
A. Typically, money is equated with power and status. Thus, for a person with financial problems, particularly overwhelming credit card debt, a terrible feeling of dread can drive a belief in personal failure. This can easily transfer into fear that one’s job or reputation at work would be seriously affected if the extent of one’s financial problems were known. Remarkably, research reported by the Personal Finance Employee Education Foundation shows that overall stress of the average employee could be reduced by 50% simply by resolving issues associated with financial stress. When you talk about the EAP to your employees, mention financial help. You may not see much of a reaction, but ears will perk up. Specifically, mention the EAP’s ability to identify financial help resources. Source: www.personalfinancefoundation.org.
Q. Our workforce includes many licensed mental health professionals, almost all of whom have significant experience in private practice, clinical settings, and delivering psychotherapy services. Doesn’t this mean that there is little need for an EAP?
A. Mental health professionals do not experience fewer personal problems than the rest of the general population, so they can benefit from the direct services that EAPs offer. Likewise, mental health professionals aren’t categorically inclined to engage earlier and more effectively in successful self-treatment making EAPs redundant. The nature of many psychological and personal problems in general is their initial subtle beginnings, insidious nature, and tendency to grow worse. Along with a chronic path, the use of defense mechanisms such as denial adds to treatment delays. The symptoms of problems getting worse often include job performance issues and related problems, so arguably an EAP is just as important in your work setting as any other. Remember, EAPs don’t provide just assessments and referral functions: they also participate in a broad range of activities to help work organizations enhance workforce productivity.
May 2014
What Employee's Want in a Supervisor
"Nice Guy" Supervisor is not What Employees Need
Napping on the Job -- Pro and Con
How EAP Helps Supervisors
Supervisor's Role in EAP Treatment
Q. How can I earn more credibility with my work unit and team? I know many of them are far more knowledgeable than I am, yet I hesitate to let on how much I don’t know. It’s a Catch-22: I know the least, but I must lead a team of employees who know more.
A. You can still establish credibility as a leader. Ironically, your first step is to admit what you don’t know and ask for input. Many managers or supervisors have less knowledge about products, systems, and processes than those they supervise. Even if you were the one with more knowledge, the basics of supervision and leadership would be more important. Employees want you to show dedication to what they are doing. They want you to value their capabilities and help them strengthen their skills; they want to feel your passion about the job. Your employees don’t want to sit in unproductive meetings; they want you to create opportunities for them and generally help them be happier on the job. Find out what your employees’ unmet needs are and how to make their jobs more meaningful. You may be considered the best leader they’ve ever had.
Q. I am a “nice guy” supervisor. I’ve been with the company for 32 years. I don’t hassle, chase employees, or watch them from the shadows. I admit to feeling less motivated these days to be proactive with them, but I can’t decide if I’m getting lazy, experiencing depression, or what.
A. Does management have expectations for you to make tougher decisions involving your employees? If you are keeping up with their expectations, then your leadership is meeting their goals. Regardless, meet with the EAP for some consultative guidance on these issues. The EAP can provide an assessment to determine whether you are suffering from depression. You may need to establish work goals and involve your supervisor to help you reengage and get reenergized. In the meantime, be cautious. Employees who perceive supervisors as apathetic or unwilling to hold them to account are naturally incentivized to lower their productivity, increase absenteeism, and generally take advantage of that sort of leadership style. All of this increases risk on many fronts.
Q. I have heard about how valuable it can be to allow employees to nap on the job. I know many employees who would happily participate, but can you clarify the value or downside of this practice? I have one employee who could especially benefit from a “nap” time.
A. Arguments for allowing employees to nap on the job appear in management and HR literature periodically. Most stories are anecdotal, such as those about Google, Ben and Jerry’s, or the Huffington Post allowing such a practice under controlled circumstances. The focus is usually on how refreshing a nap can be and how it may increase productivity. One questionable argument in support of napping is that it counters the problem of the modern employee who today typically comes to work after getting less sleep. Some authors attempt to draw a distinction between “sleeping” (bad) and “napping” (good), without explaining how one doesn’t become the other. Overall, it appears companies have not bought into the napping practice on a grand scale. If you have an employee with a sleep issue, a referral to the EAP is still the best advice.
Q. There were a few employees I did not refer to the EAP in the past because I felt that they were too manipulative and dishonest and that they would easily snow the program. What’s the argument for referring these employees?
A. The EAP is not just a place to counsel employees. Moreover, it is a programmatic approach to resolving performance problems associated with troubled workers. This perspective is lost when EAPs are thought of only as offices where employees go to get help. From the employer’s perspective, the EAP approach always works. “Works” does not mean that an employee is always successfully treated and returned to his or her original state of competence and capacity, although that is the most desirable outcome. Instead, it means that every method has been provided to accommodate the employee toward the organization’s goal of resolving the performance or conduct issues. The most important dynamic in this process, and the one that makes EAPs succeed, is when difficult employees accurately perceive organizational resolve and clarity on what will happen if performance problems continue. When this happens, even the most difficult employees will pursue wellness in their self-interest, motivated by the need to avoid job loss.
Q. How might a supervisor play an innocent, unsuspecting role in an employee’s decision not to follow through with treatment or EAP recommendations?
A. Depending on the difficulty of the recommended treatment and the diligence required of the employee to be successful with it, a decision to not follow EAP advice is often based on the mistaken belief that it isn’t necessary. The classic example is the employee with alcoholism who believes that prescribed treatment really isn’t necessary in order to stop drinking. The employee may think, “I will just stop on my own and save the hassle.” Family, friends, employers, and even strangers may be elicited to participate in passive discussions about self-control prior to such a final decision. They become unwitting co-endorsers as the alcoholic uses them as “sounding boards” to build support for his or her decision. These solicitations by the employee can be subtle and benign-sounding conversations. Supervisors willing to participate in such discussions are especially valuable in the patient’s formulation of his or her rationale to quit treatment.
April 2014
EAP Confidentiality Parameters
Supervisor Confrontation Avoidance
Solving Problems Without EAP
How EAP Helps New Supervisors
Helping Employees Overcome Personal Problems
Q. What can I promise employees with regard to confidentiality and the EAP when they ask about it? I know that confidentiality has limitations with regard to protecting children, the elderly, or preventing loss of life, but I don’t think I should get bogged down in those issues.
A. When employees ask about confidentiality, they are usually seeking assurance that they are protected against repercussions, improper disclosure, and harm to their job status as a result of using the program. EAP policies typically describe confidentiality parameters, so reinforce what’s already in writing. EAPs require informed consent regarding the scope of confidentiality, so let your employees know the EAP can answer any questions at the time of an appointment or beforehand by phone. Reinforce the strict confidential nature of the EAP whenever you refer to it in the course of your activities and role as a supervisor. Doing so will help keep EAP utilization high and alleviate concerns, make it more likely at-risk employees will seek help, and thereby reduce risk to the organization.
Q. Why do supervisors avoid confronting employees about their performance issues?
A. 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.
Q. My employee was coming to work late every day. I finally decided to transfer her to 3 to 11 shift. Everybody’s happy with that. The problem is solved. I’m aware of a rumor about a possible drinking problem, so did use the wrong approach by not making a formal referral to the EAP?
A. Your job as a supervisor is to support your organization’s mission and properly manage employees under your supervision toward that end. You had different options for solving this problem, and you chose one that worked. You did your job and can’t be criticized for it. Yes, you could have referred your employee to the EAP for being late to work, kept her on the same shift, and that may have led to her treatment and recovery, and an end to tardiness. Unsubstantiated concerns about a drinking problem would not be a basis for your referral, however. You can only focus on performance. If lateness was due to a drinking problem, this problem may eventually return after a period of exerted self-control. This is not an unusual for employees with alcohol problems as they move between jobs, work shifts, or other stations in life in an attempt to gain control over drinking.
Q. What supervisory duty is the most difficult one to grasp for new supervisors? How can EAPs help new supervisors?
A. Supervision is about directing others to do things and being accountable to a higher authority for how well it’s done. In line with this description, new supervisors often struggle with delegation, and much supervision literature is dominated by this topic. Delegation is more than directing others, stepping back, and returning to hold them accountable. Many sub-tasks and skills accompany it. These include self-awareness, communication, conflict management, time management, understanding motivation, coaching, maintaining morale, problem solving, recordkeeping, and more. EAPs are problem solvers, and can help new supervisors overcome obstacles that interfere with their ability perform these many tasks. Some are easy to spot like a need to give more feedback to an employee, while others are more difficult to see or accept, like issues with trust that a supervisor may struggle to overcome.
Q. When performance issues stem from personal problems at home, it may be appropriate to demonstrate patience while the employee seeks help. Unfortunately, many employees seem to have chronic problems. How can supervisors influence employees to resolve their personal problems permanently?
A. Follow-up is the key to helping employees remain successful after referral to the EAP. Don’t underestimate how long this should continue. Follow-up means regularly meeting with an employee to discuss performance, reinforcing progress, and trouble-shooting obstacles. It also means getting regular feedback from the EAP (with a signed release) so continued participation and cooperation with EAP recommendations can be confirmed. Open communication that involves this harmony of cooperation between employee, EAP, and supervisor is crucial. In its absence, the risk of problems continuing is high. Take the advice of the EAP on the length of time recommended for follow-up, or ask about it. Some personal problems are easier to treat and manage than others. Those that require more personal sacrifice and lifestyle changes tend to have the highest relapse rates, making follow up critical to successful resolution of performance problems.
March 2014
Culture Fit
Diversity as a Resource to Support the Organization
Administering Corrective Interviews
Dealing with Supervisory Self-Doubt
Perils of Fraternization
Q. How do I deal with an employee we hired very recently who does not appear to be a good culture fit for our organization? Performance is good, but issues with communication exist, and like-mindedness with the rest of our employees is lacking.
A. Culture fit is viewed as important and can reduce conflicts and enhance productivity. It also helps reduce turnover. Unhappy employees tend to leave, so your goal should be to avoid that outcome. Don’t dismiss culture fit as completely irrelevant to the job performance requirements, but you must describe specifically what you mean so that documentation can work—you can describe what you want and evaluate improvement later. Discuss the circumstances with the EAP and determine an approach to help your employee better assimilate to the work culture. Consider team issues, interpersonal communication, isolation, argumentative behavior, attitude issues, avoiding of associates, personal disposition, and buy-in to the organization’s mission. Be aware that your employee may have personal problems and these could manifest as issues of culture fit.
Q. How should supervisors view or understand diversity in the workplace and use it as a resource to support the organization’s mission?
A. Understand the business case for diversity in the workplace beyond it being simply the right thing to do. Diversity brings many benefits to the employer, including valued outcomes such as creativity, the generation of new ideas, discovery of solutions, and the ability to market to a diverse world economy. Diversity facilitates healthy challenge of the status quo that naturally comes from those who have different social backgrounds. Keep inclusion in mind and you will maximize the usefulness of this phenomenon in supervision. Everyone wants to feel included, but you should view “inclusiveness” as the energy source or the mechanism that excites employees about making contributions to the organization. Welcome diversity and it will become a positive force to support your organization’s mission.
Q. I don’t like reprimanding employees or telling them what they have done wrong. How can supervisors have an easier time with these tense meetings?
A. There is an old saying in customer service: “A complaint is a gift.” This idea sees negative feedback or criticism as an opportunity to improve and grow. This same model applies to correcting employees. View a corrective interview as a gift that will benefit your employee’s career. Consider the term “corrective interview” over “reprimand.” It is more closely aligned with this model of supervision. See these meetings as opportunities to benefit employees. You will feel less punitive and more like a coach or leader. Be aware that employees who are your star performers may require more corrective interviews because they practice initiative and take more risks. Their higher productivity may come with more mistakes if they naively cross boundaries, unwittingly step on the wrong toes, or simply rub people the wrong way. It’s part of the growth curve. A corrective interview is an opportunity to develop talent. See these meetings from this viewpoint and they will be easier to conduct, and more beneficial to your organization.
Q. The worst part about supervision for me is self-doubt. I am sure other supervisors experience the same problem and suffer in silence too. After all, you can’t let people know you’re doubting your ability to do the job. How can supervisors better manage this worry?
A. You’ve cited one of the reasons for the cliché “It’s lonely at the top.” There is hardly a supervisor or leader who has not wondered, no matter how briefly, whether he or she will cut it, succeed, or make significant contributions. Intervention with this sort of anxiety is mostly about maintaining perspective. You’ve succeeded in becoming a manager, and naturally that comes with pressure to perform. Take steps to get support. You will find confidential support at the EAP and quickly find reassurance, resources, and strategies to help you improve your skills and reduce negative self-talk. If needed, you can find one-shot, inexpensive, and short courses online that perfectly match the supervision concern you feel needs addressing.
Q. Should I avoid asking my employees to socialize with me? For example, at the end of a long week, asking one of them out for a drink?
A. This question has no pat answer unless you are bound by a code of conduct or work rule prohibiting such a practice. It is wise to consider the complex issues that exist when a manager initiates a request to socialize with a supervisee. Seldom discussed with supervisors is education and awareness about “supervisor power.” Your position of control over an employee is a reality and a complex dynamic. It is something you can’t deny, change, or temporarily put aside. Many supervisors have difficulty with this concept. They reject it because they feel self-aware enough and disciplined enough to wear two hats, that of an impartial friend and all-around good guy (or gal), and that of a strong leader who gets things done. Employees however, are very aware of your authority and supervisory role. They must weigh not only the benefit of a social invitation, but the repercussions of saying yes or no. This is defined as the conflict-of-interest dynamic. No matter how friendly and reassuring you are, you will not dispel that. Relationships between supervisors and supervisees vary dramatically across industries, work cultures, and circumstances. The above supports the argument against initiating social relationships in many of them, but do they match yours?
February 2014
When Employees Make Complaints About Each Other
What Could be Undermining Employee Passion?
Employers Should Not Lend Money to Employees
Understanding the Dynamics of Perception
What to do with a Cranky Employee
Q. Is it appropriate to refer employees to the EAP when they have complaints about each other? When attempting to resolve complaints, I often find that they are complicated, are exacerbated by personality factors, and involve issues that extend beyond the workplace.
A. It is expected that supervisors will mediate disputes between coworkers, but this presumes the conflicts are work related. To resolve disputes can mean personally sitting down to help iron things out, requiring employees to resolve issues on their own, or using approved resources within the organization to get the job done. Seeking help from the EAP is appropriate, especially if you quickly discover that the conflict has multiple parts beyond work-related matters. EAPs are experts at sorting things out and analyzing complicated conflicts. Often, resolving conflicts includes interventions with the problem at more than one level. An example would be helping an employee with a medical problem, anxiety, or other troublesome issue contributing to the conflict. Frequently, visible issues such as bickering, fighting over shared space, and disrespectful behavior have less visible contributing factors. Trying to resolve conflicts without involving these other dimensions becomes an exercise in futility and may enable their continuation.
Q. I don’t see a lot of passion among employees in our workplace for the work they do or the exciting direction our company is heading in. What could be undermining employee passion?
A. Passion is a compelling desire to engage the work organization and do the best job possible. Many factors help promote passion in employees. Some of these factors can be influenced more than others. Ideally, individual employees and positions should be examined to see what undermines passion. It is interesting to note that an employee may be passionate about a job that would never inspire others. This suggests passion is not solely an employer-driven phenomenon. For example, some employees bring their positive outlook and passion for life to the job. A passion-enabled work environment is one that offers employees the ability to exercise control over their work, know what is expected, have meaningful work, feel a sense of contribution, and know they are valued by management. If you recognize and appreciate employees privately and publicly for what they do, and seek their input wherever possible, you’ll create an environment that will pay off for everyone — and for the bottom line.
Q. I lent money to my employee, but I should have made a referral to the EAP instead. It seemed like the right thing to do, but other problems ensued, and the employee lost his job. I feel guilty about it because maybe it is my fault for not referring to the EAP.
A. It is not unusual for employees to come to employers to ask for a loan. On the surface, it may not appear like a big deal, but money issues are almost always a symptom of something else more troublesome going on. Lending money may cause greater problems for the employee, because the next step required to resolve the real problem is usually delayed. This leaves open the possibility of a crisis that could cause harm to the employee or the organization. Experience shows that employees do not come to supervisors as their first choice to borrow money. This means that other sources of loans have usually been exhausted for one reason or another. Lending money puts you directly into the middle of the employee’s personal problems, and if anything about these problems is shared with you, it will rarely be the complete story. The most compassionate step is referring your employee to the EAP.
Q. More than any factor influencing the success of an EAP, confidentiality and the perception of confidentiality reign high. How do supervisors unwittingly jeopardize this positive perception of confidentiality, and how can they enhance it?
A. Most supervisors know the importance of EAP confidentiality, but fewer understand the dynamics of perception of confidentiality and how fragile it is. An EAP may have lock-tight confidentiality and be in complete conformance with confidentiality laws, but if a supervisor improperly discloses to others or makes mention of the name of an employee he or she referred, repercussions could undermine the perception of confidentiality and harm EAP utilization. Reduced EAP utilization can increase risk to the organization, and reestablishing a strong perception of confidentiality can take a long time. Supervisors can help EAPs by regularly encouraging use of the program; talking up the confidential nature of the program; and never making conversation, even to their closest or most trustworthy associates, about those whom they’ve referred to the EAP.
Q. I have an employee who is perpetually cranky. It’s a 20-year-long style of communication. Why? I don’t know. I’m used to it, but new employees do not take to this person well. Do I make her personality style a problem for the EAP, or help new employees adapt?
A. Cranky employees demonstrate a bad attitude and behave rudely toward others who interact with them. Employees sometimes adapt to difficult coworkers, and that seems to minimize the severity of the problem. This is your experience. New employees recognize the behavior as inappropriate, while you see it as being less serious. The behavior causes distress, so it has a negative impact on productivity and worker health. There are many secondary negative effects associated with negativity, so expecting everyone to adapt is not a good management strategy for this issue. You say you’ve adapted, but would productivity and work climate improve without this cranky style of behavior? Indeed, it would. Step out of the comfort zone you’ve created, collect proper documentation, discuss with your employee the changes you wish to see, and use the EAP as a resource to help. Expect resistance, but do not reinforce this behavioral problem by backing off.
January 2014
Peers Won't Confront Colleague With Alcoholism
Detail and Accuracy Important in Corrective Letter
Common Reasons Supervisors Do Not Refer Employees to EAP
Promoting Team Playing With Territorial Employees
Being an Attentive Listener Not a Counselor
Q. We have an employee who comes to work late, and it causes problems for everyone. What’s got me stumped is why this person is not confronted by peers. The employee is likeable, and we all know about his heavy drinking, but why this enabling?
A. If your employee had no alcohol problem, ironically, he might be confronted more readily by peers. Assuming employees believe the lateness is explained by alcoholism, they may feel unable to be assertive and confront the behavior. Here’s why: Alcoholism still suffers from enormous myths and misconceptions. For most of history, alcoholism has been wrongly identified as a personality disorder or the result of moral or psychological weakness. These views remain, and almost everyone is familiar with them, if not consciously, then at least unconsciously. Of course, alcoholism is a disease. Moreover, these prior descriptions do not fit the facts as we know them today. Still, these pervasive misconceptions turn alcoholism into an accusation. This is what makes people back off. Because the lateness is believed to be associated with alcoholism, employees enable by remaining silent while hoping for change someday.
Q. When documenting performance problems of troubled employees, what critical factors are important to bear in mind so the documentation is effective when given to an employee in a corrective letter or used later in an administrative action?
A. Most troubled employees are frustrated and defensive because of their inability to self-treat or resolve a personal problem. This leads them not only to practice denial and react adversely to confrontations but also to read a corrective letter or warning notice with an eye toward finding any part of it that could be viewed as inaccurate, untrue, or exaggerated. These parts of the corrective letter will get the most attention. This means your documentation must be accurate, detailed, and written with the understanding that your employee will seek to find fault with it. The most problematic corrective memos omit specifics, use subjective language, focus on employee personality issues, or use psychological terms that refer to the personality of the employee rather than the behavior. Use the consultative help of your EAP to gain insight on how to avoid these documentation missteps.
Q. What are the most common explanations for why supervisors do not refer troubled employees to an EAP?
A. Where EAPs are under-promoted, the most common explanations for why supervisors do not refer troubled employees include not thinking of it or not knowing they can. Where EAPs are well promoted, reasons include thinking they wouldn’t be effective “in this case” or believing the program would be a “safe harbor” to protect the employee from administrative action. Remembering to use the EAP is aided by regular communication (such as a newsletter). Believing the program wouldn’t work is common among those supervisors who “diagnose” their employees, believing they know what problem ails the employee, and think the EAP is not the right solution. The safe harbor is a misconception. EAP policies state that employees can’t use an EAP to excuse poor performance or to find refuge from the consequences of ongoing performance problems. Another common explanation for non-referral is confusion on the part of the supervisor who witnesses a dramatic cycle of poor performance or attendance problems interspersed with periods of exceptional or satisfactory performance. The pattern is enough to postpone the referral of an employee for years, even decades.
Q. How can I help employees be less territorial and more open to others’ ideas, perspectives, and suggestions when they need to work together as a team?
A. Employee cooperation in a team environment requires a work culture that is maintained and nurtured so that cooperation becomes a tradition. Without this supportive environment, teams fracture and individuals become competitive. Conflicts ensue, cliques emerge, and productivity suffers. Symptoms of this fracturing include poor information sharing, lack of mutual help in solving problems, poor communication, and vying for credit. The good news is that humans have innate skills to work in teams. Discover what reinforces lack of cooperation and undermines team thinking. Consider giving everyone a refresher in how teams work and their value. Hold discussions to process specific issues or roadblocks to the team’s effectiveness. Next, add practical exercises designed to build more trust. Be sure to set expectations, and ask the EAP for possible resources with regard to your effort. Make sure teams meet, and reward both team cooperation and individual participation going forward.
Q. I know supervisors should not be discussing personal problems with employees and instead should refer to the EAP. I don’t wish to interfere with employees seeking help, but how do I manage becoming a supervisor who no longer listens when I’ve always played this role?
A. You can still be a warm and approachable supervisor who listens. In fact, nothing could be more helpful to the EAP, because you are trusted by employees and in an ideal position to facilitate their self-referral. The important issue is avoiding the counseling role. Crossing this line impedes employee motivation to seek proper help from the EAP. It also dissipates a feeling of urgency needed to hurdle the resistance most employees face in their decision to get professional help. Listen and be encouraging and supportive, but make the EAP the trusted source of help for the complete answer or solution to their troubles.