December 2015
Cool Down Before Documenting
Fear-based Workplace
Appropriate EAP Resolution
Responsibility Remains after Referral
Why Take a Work Break?
Q. I documented my employee’s performance issues and came back the next day to look at what I had written. I have to admit that the emotions really came through in the wording. I am glad I let it “cool down” overnight. Is it a good idea to let documentation sit for a day or two?
A. If you are not in a rush, it is an excellent idea. The relationship with your employee can be stressful, so your emotions can come through in your documentation. It is easier to spot problems with your documentation the next day. Remove your documentation’s emotional content so it does not undermine your goal. For example, eliminate diagnostic judgments like “he is passive aggressive” or “she acts depressed,” and remove character labels like “lazy,” “inconsiderate,” “immature,” etc. These phrases undermine documentation. You are documenting for the employee’s benefit, but be clear with details and facts so if management needs to act on the documentation, they clearly can follow it. Do not discuss the intrapsychic reasons your employee behaves the way he or she does. Focus on when, who, where, how, why, etc. Your HR advisor and/or EAP can also consult with you on documentation.
Q. What is a fear-based workplace? Do I work within one, and how can I make a difference to improve the work environment for my employees?
A. A fear-based workplace is one marked by significant anxiety, insecurity, and trepidation by employees whose productivity is a result of motivation driven by fear, rather than what they might gain or achieve. Fear-based workplaces are usually characterized by toxic relationships that flourish, with drama, infighting, turf wars, and warring over resources, money, or power. Most workplaces don’t remain fear-based very long before a crisis erupts and opportunity for change appears. At the supervisory level, you can prevent the birth of a fear-based workplace by 1) encouraging work-life balance; 2) keeping open communication among employees to help shut down rumors; 3) encouraging collaboration among employees; 4) not making everyone only “live by the numbers,” but also recognizing humanistic and intangible forms of success; 5) encouraging information sharing and decision making; and 6) communicating with the ranks. Don’t make decisions mysteriously in unexplained closed-door meetings.
Q. My employee misses a lot of work. There are rumors he has a compulsive gambling problem, but I have no direct knowledge of this. When I make a supervisory referral for absenteeism, should I mention the possible gambling? I am worried the employee won’t be truthful and the EAP will be fooled.
A. There are two paths to resolution. One is your employee shares the nature of his gambling problem if it exists, so proper assessment and referral to effective help can be made by the EAP. The other is he does not share the reason for his attendance problem, which will eventually force the organization to dismiss the worker if the problem becomes intolerable. If the latter occurs, another offer of EAP assistance may produce strong motivation because of the threat to job security. More employees would be salvaged if this principle were understood by business organizations. Denial is strong with certain problems like addictive diseases such as gambling. However, employees in crisis will avail themselves of help. In a phone consult, tell the EAP what you have heard about the gambling. The EAP will keep this information in mind when conducting the assessment, using the information as appropriate.
Q. I successfully referred my employee to the EAP. Why is it necessary that I remain in communication with the EAP? The employee is following through nicely, so I think my job is done. If problems return, I will decide what next to do with the employee.
A. Employees who sign releases to allow the EA professional to communicate with the supervisor about their participation in the program, and cooperation with recommendations, are at an advantage for remaining motivated to follow through and get well. Without this communication, employees are more likely to reduce their personal investment in recovery when they begin to improve, feel better, do well on the job, etc. The dynamic is not unlike forgetting to take an antibiotic once the symptoms of the infection have passed. The sense of urgency dissipates. Communication with you helps maintain this healthy sense of urgency. This is especially true with supervisor referrals because of serious infractions. Typically, when relapses occur, symptoms do not immediately appear at work. These are delayed while other parts of the employee’s personal life fracture. Performance decline comes later. Communication with you about the employee’s participation alerts you to the possibility of relapse, and this in turn alerts you to be more observant.
Q. What does the research say about giving employees breaks during the day? We are so busy, frankly, that I don’t encourage people to take breaks. I don’t stand in anyone’s way, but I assume not encouraging them to take breaks sends a nonverbal negative message.
A. New research on taking breaks at work was recently conducted by Baylor University. The findings were the first of their kind, focusing on why work breaks are valuable, what time to take breaks, the best type of work break to take, what to do during a work break, and the physical and mental health benefits of taking breaks. Key findings include that it is better to take a work break mid-morning, before fatigue is experienced. This replenishes resources—energy, concentration, and motivation—more successfully than breaks taken at any other time of day. The later a break comes in the day, the less effective it will be. The best breaks are the ones where employees do something they enjoy, and this could be work-related! There is no evidence that non-work-related activities are more beneficial. Better breaks produce better mental health and increased job satisfaction. Now you have reasons to encourage taking breaks. Source: www.baylor.edu
November 2015
Reducing Job Stress
Creating a Strong Work Team
Motivating Employees
EAP is a Neutral Agency
New Supervisor Nervous About Responsibility
Q. I read online that employees who experience a lot of stress on the job have a higher risk of stroke. How can I help alleviate this risk as a supervisor? Frankly, I could see it happening with some of the employees in my work unit.
A. The study you cite was huge. It analyzed six studies with more than 130,000 people who were followed for 17 years on three continents. It showed men with severe work stress were 22% more likely to have a stroke, and women were 33% more likely. When researchers classify stress, they focus on job characteristics involving time pressure, mental load, and coordinating burden. These are target stressors. Discuss with employees ideas of how to reduce them. Seek to discover how and where employees can have increased control over their work. The degree to which this can be done mitigates these factors. You may be surprised by the types of jobs that include severe pressure. Some are nursing aides, waitresses, and other service industry positions. Conference and wedding planners also experience these pressures. Test your assumptions and ideas, and encourage employees to use the EAP when you detect or learn of personal problems that compound the work stress they already experience. http://healthcare.utah.edu [Search “job risk stroke”]
Q. What are the most important skills for developing employees into strong team players? Can the EAP be a resource for me in being more effective with whatever these skills might be?
A. The relationship with employees is your most important “tool” for helping them grow into productive and satisfied workers. Being a good reviewer and evaluator, along with knowing how to provide feedback, are the skills you seek. To do these things well, 1) create an environment where employees expect feedback. 2) Train employees to do self-assessments well so they challenge themselves. 3) Know what you want to measure, and don’t keep it a secret. 4) Encourage your employees to come to you early with concerns, and praise them for it with a welcoming attitude. Recognize this is one of most powerful yet underappreciated dynamics of effective supervision. 5) Think about how you want each of your employees to develop based on his or her temperament and skills. 6) Always plan feedback, even it’s for a minute, so it is given effectively and well-received. 7) Use the EAP to help you develop and enhance your relational skills in any of the above.
Q. How do I keep my best employees motivated? I spend most of my time with those who need help or have troubles of one type or another. Is it unfair to assume that self-motivated high achievers maintain peak performance without much of a supervisor’s attention?
A. Although magnificent performers may appear to replenish their motivation continuously, it won’t stay that way for long without your playing a key role in fueling their excitement. You may never notice discontentment, but they are likely to leave and work for someone else. You will get little or no warning that they are growing disenchanted with the status quo. Use three strategies consistently. 1) Praise the employee in front of others (not his or her peers necessarily, because that could get old, but others to whom the employee looks up—top managers, community notables, thought leaders, etc.). 2) Ask the employee how his or her job is going, and discuss ideas, new approaches, new products, and the “next new thing.” 3) Consider what your employee can do that’s new and creative, or that has significant impact on the organization. The message you send is how much he or she is valued.
Q. There are many important issues in our society, so why is it that EAPs don’t take a strong advocacy position on issues such as political, economic, racial, and social justice? People respect the EAPs, so I think they could be powerful players in influencing change.
A. EAPs remain “a program of attraction.” This is a promotional principle that states utilization and attraction to the program will remain highest and benefit the most people, and thereby help reduce risk, by remaining neutral and avoiding positions or advocating for causes that could unwittingly alienate, push away, or disaffect any would-be users. This dynamic is crucial to understanding the powerful role EAPs play in organizations. It was borrowed directly from the traditions of Alcoholics Anonymous, which has the same program of attraction upon which its long-term success is based. Like EAPs, it also is apolitical, neutral, and noncontroversial. EAPs therefore do not take sides in management/employee disputes, which would risk alienating large swaths of the workforce. So EAPs are not social advocacy programs. They do not march for causes. To do so could risk losing value for the host company, with potentially lower utilization, possibly by the most at-risk employees.
Q. I am a new supervisor and fear responsibility of this job. I have the ability to do it, but how do I get past this anxiety I feel? Can the EAP help? How?
A. Yes, the EAP can help. Phone the EAP to discuss your concerns and work with the employee assistance professional. Fear of anything new is normal, but it appears you are also excited and thankful for the position. That will likely help you overcome your concerns. Two things are keeping your anxiety high. You haven’t worked as a supervisor before, and doing it is important. And you have visions of disaster that fuel your anxiety. The EAP will help you develop an action plan and a way to help you detach from fear associated with the job. One technique the EAP will teach you is how to stay in the moment and focus on what you have to do rather than skip to the future and imagine negative outcomes. This is called staying in the now. The EAP will also share other cognitive strategies or find other resources to assist you.
October 2015
Employee Shares Life Problems Daily
Presenteeism Can Stem From Management Issues
Manager Influence Can Lessen Stress
Employee Manipulated Supervisor
Help Your Employees to Succeed
Q. My employee discusses many personal problems at work. One day it’s health issues, the next day it’s problems with her sister-in-law. It’s bothersome to coworkers, and I fear it could influence some to leave the company. Should I refer her to the EAP? Is this a performance matter?
A. Meet with your employee in private and express your concern about so many different things affecting her life. Give her a chance to respond. She may instantly realize that she is too talkative about personal issues. (This may prompt change. Sometimes problems like this are resolved in mere seconds.) If not, share your observations about the frequency and effect of her multiple problems and suggest the EAP as a resource. If no changes are forthcoming, and self-referral to the EAP is declined, encourage her more strongly to participate. If needed, express your concerns more directly about the work environment. Use documentation based on your observations of her interactions. The goal is to help her make changes and get help if issues in her life are serious enough to need counseling support. Don’t rule out a supervisor referral in the future.
Q. The problem of “presenteeism” (coming to work sick) is a serious one. Why do employees do it? Illnesses like the flu can kill people. Given that, is it appropriate to refer these employees to the EAP (when they get well) or consider it a disciplinary matter?
A. You and your managers should decide the strength of your response to this problem. There is research that points to common reasons why employees come to work sick. One research study found that “sickness presence” was associated with employees who had managers likely to grade their performance lower or less satisfactory. Employees who come to work sick have also been shown to have more mental health issues, personal financial difficulties, work stress, perceived work pressure from managers and coworkers who pressured them to come to work. Employees coming to work sick can therefore be symptomatic of more serious issues, internal or external. Recommending and encouraging your employee to visit the EAP in the event a personal problem influences the decision to come to work unwell is appropriate. Source: theworkfoundation.com [Search: “sickness in the workplace”]
Q. How can I help employees cope with workplace demands that I don’t have any control over? I can’t manage their stress for them, so can you suggest what role I should play?
A. No matter what sort of stress employees experience—or, for that matter, lack of stress—nearly all employees think about their careers and what they will be doing differently someday. Be realistic, but engage your employees about this topic from time to time, and demonstrate you’re on the lookout for what will be the next steps for them in the way of skill, opportunities, continuing education, etc. Don’t be a manager or supervisor who disappears on the job. When employees are stressed, feelings of isolation can set in. Your energy as a manager and your influence can play a powerful role by breaking a naturally negative self-talk script employees are prone to playing under stress. The point: Stay engaged. Also, be sure to develop relationships with your employees. Each one is different, and they will handle stress in different ways. Understanding workers under your supervision will allow you to offer support tailored to their individual needs. The managerial behaviors described above don’t eliminate stress—they simply facilitate and allow the employee’s natural ability to cope with stress to come forth.
Q. I caught our mechanic drinking a beer on duty. He quickly admitted he was an alcoholic, and said he was going back to counseling and AA. I was impressed with his sincerity and felt relief, so I let the incident slide. I thought, “Okay, he is on the right track.” Was I manipulated?
A. Yes, you were manipulated, but your employee may have also been completely sincere. Sincerity, of course, does not translate to the proper treatment steps. So you should have acted on your organization’s drug and alcohol policy. How can you be manipulated at the same time your employee is being sincere? The answer lies in the nature of the disease. A crisis—caught drinking on the job—is enough for the alcoholic to experience a convincing sense of urgency (never-again determination) to stop drinking. However, the nature of the disease dictates its course, not willpower. This sense of urgency dissipates when withdrawal symptoms return. So, the likelihood of self-referral to treatment is low, but it can be heartfelt and sincere in the moment.
Q. I am a new supervisor. I am sure there will be many challenges, but with all the different personalities of employees I supervise, how can I best help each one perform to his or her peak?
A. Understanding that each of your employees will see you differently, will relate to you differently, and will need different things from you is the place to start. Many managers make the mistake of seeing their employees as “the troops.” As such, they communicate with them as though they are Marines in a barracks waiting for orders. Take the opposite approach. It takes time, but over months and years, pay attention to how your employees are unique in five key ways: 1) Communication style and needs. 2) Career goals, hopes, dreams, education desires. 3) Motivation triggers and reward preferences. 4) Limitations, avoidances, and dislikes. 5) Leadership and problem-solving capacity. There are more, but these five hit most of the bases. Growing to understand each one will help maximize employee job satisfaction and productivity.
September 2015
Why Confidentiality Counts
When in Doubt, Take Control
How to Inspire
Young Manager, Older Worker
Improving Cultural Sensitivity
Q. I recently participated in EAP supervisor training. Why is the problem affecting the employee and identified by the EAP not disclosed to the supervisor?
A. Knowledge of the employee’s personal problem by the supervisor is not needed to manage performance, quality of work, attendance, or conduct on the job. This principle is why EAPs easily fit with personnel management models of organizations. Overarching reasons exist for not disclosing personal problems. They relate to confidentiality and perceived confidentiality of the EAP. The EAP’s acceptance by the workforce depends on positive word-of-mouth promotion almost entirely related to confidentiality. This is referred to as a “program of attraction.” It is a fragile dynamic easily damaged by any perception, false or otherwise, that personal problems are disclosed to management. False perceptions are easily created, but extremely difficult to tamp down. Strict procedures that support confidentiality help businesses avoid them.
Q. When organizational crisis exists, what can supervisors do to take charge and influence a large group of employees to remain calm and in control? I’ve had this experience a couple of times, and frankly I’ve felt caught off guard and not sure where to start or how to take charge.
A. When an organizational crisis (large cutbacks, merger, or great loss) suddenly occurs, supervisors must demonstrate leadership. Confusion can reign, rumors can fly, and your work unit could appear on the edge of dysfunction. The need to demonstrate leadership can be scary. Insecurity can lead a manager to defer to someone else—for example, an assistant supervisor, “right-hand man,” or an employee with some perceived leadership ability. Avoid this temptation. Instead, grab the reins. Gather employees in a room and use a circle-type seating arrangement. Keep your cool, because during a crisis, employees take cues on how to respond from those in charge. Clarify the problem, update the status, and communicate a goal, objective, or response to the crisis. Next, discuss with each person, using direct eye contact, what he or she is going to do or what role he or she will play in the solution or in achieving the goal. Open a discussion about how the EAP might help, and gauge support for its role.
Q. I know supervisors are supposed to inspire employees, but this must mean more than giving a rousing speech or walking around catching employees doing something right, right?
A. Right! Inspiring employees is a supervisory function, but contrary to popular belief it is not just about giving a speech, praising an employee, or acting optimistic. Inspiring people is about creating an urge for them to do something, especially something creative. The best way to do this is by modeling behavior that inspires. Consider, which would inspire you more: Listening to a motivational speaker give a speech or watching them perform what they preach all day? It would be the latter, of course. So, to inspire employees, consider modeling the following behaviors along with the attitudes that accompany them: passion for work, commitment, effort, integrity, teamwork, good communication, and vision. Show these positive behaviors consistently and you will be an inspiring leader.
Q. I have a few employees who are 15 to 20 years older than their new manager. I imagine some are trying to adjust to the reality of a boss who is young enough to be their child. I’m the department head. Should I coach them now or expect them to “deal with it”?
A. Wait until an issue exhibits itself before you step in. Being supervised by a younger employee can raise difficult feelings, but behavior is everything in the workplace, so monitor it. Many older workers, “bothered” by an age difference at first, readily cope in healthy ways and see the upside. Can your employees cooperate and demonstrate mutual respect? If so, view the age difference as a non-issue. For many older workers, a younger supervisor can be an exciting opportunity to learn about different ways of doing things, perhaps better, and more about technology, experiencing the wonders of more efficiency. Some older workers may see a young supervisor as a representation of what they did not accomplish, but most will adapt successfully and this awareness may never turn to conflict. If conflict occurs, address it. If it does not subside, then involve the EAP. Problems you may see could include parenting-like behaviors on the part of the older worker, insubordination, disrespectful tone, arguing, or other forms of disrespect, even bullying.
Q. What is the best way for me to increase my level of cultural sensitivity in the workplace, and what is the best argument for doing so?
A. The best argument for increasing one’s level of cultural sensitivity is to improve engagement of workers and their job satisfaction. Gallup polling organization has maintained a rolling seven-day average of this index since first reporting on it several years ago. It stood at only 31% recently for workers in general, but if you add discrimination and lack of cultural sensitivity to the mix of reasons normally cited, this problem is compounded. Improving cultural sensitivity is a professional responsibility, although larger organizations with training and education budgets can go about the task with more ease. To enhance your cultural competence (also referred to as cultural intelligence or “CQ,”) consider books such as David Livermore’s The Cultural Intelligence Difference. Another helpful resource is ExecutivePlanet.com. This website describes virtually every aspect of business communication, family values, and the social customs of every country in the world. Want to know what not to talk about when you meet someone from Paraguay? You’ll find it here.
August 2015
New Supervisor Must Set the Right Tone
Difference Between Drinker and Alcoholic
Is Your Employee a Workaholic?
Adapting to New Employee
Irritable Manager
Q. I am a new supervisor and want to know right now what the pitfalls are for people like me. I have 40 employees, and many of them have been around for years. I can almost feel the tension in the air that I have to prove something to get their respect.
A. You are new to the work unit, and your employees know it, of course, so your number one mistake will be communicating in some way that you know everything, either accidentally or nonverbally. Sending this message will set you up for a rough ride in the months ahead. To reduce the likelihood of that, you do not have to admit that you are not knowledgeable about the work and operations of your unit—you simply need to be a good listener and ask questions. Treat employees like they are valuable resources for you, be respectful, and be thankful for their ability get you oriented. You’ve probably heard that old quip or seen it on T-shirts, “Those who think they know everything are annoying to those of us who do.” Your goal is to help ensure that this doesn’t become your reality.
Q. Both an employee with an alcohol problem and an employee who drinks but does not have an alcohol problem would deny having a problem with alcohol, right? So, when it comes to denial, what’s the difference between the two?
A. You’re right; both employees with alcoholism and those without alcoholism could deny a problem, but there are distinct differences between the two. Denial is a defense mechanism. By definition, denial entails some form of awareness—no matter how slight—that something is amiss. The evidence is the nearly universal degree to which recovering alcoholics recount their experiences with denial. It is a myth that alcoholics have absolutely zero awareness for any lack of connection between drinking and difficulties they experience. Additionally, denial is almost never the only defensive mechanism used. It exists in tandem with other defense mechanisms like externalization (blaming other people or circumstances for drinking-related problems) to help support it. An EAP or treatment professional who asks dozens of questions about drinking practices and experiences, combined with this internal struggle with denial, make it relatively easy to identify the illness.
Q. When does a workaholic’s behavior become a concern for a supervisor? Personally, I admire the productivity and dedication of this person, but I know it’s an obvious problem for someone, if not us.
A. Your employee may or may not be a workaholic, but like with other personal problems, you should avoid making diagnostic conclusions. Many people, even spouses, confuse love of work or working too much with workaholism. Workaholism is characterized by a deeply ingrained and maladaptive need to work, making it a priority, believing no one else can do the job, experiencing insecurity, feelings of failure, and feeling anxiety if one can’t work. Ambitious employees who have fewer restrictions and responsibilities at home may naturally work more. Younger employees who enjoy relationships with peers may also put in more hours. Documenting the performance of a workaholic is also difficult. A better approach is documenting problematic behaviors such as accusing others of not working hard enough, claiming to be indispensable, disrespecting others who don’t work as much, demonstrating “Type A” behavior, refusing to reduce work hours at the organization’s request, and being late to company events that are not “strictly” work-related.
Q. We just hired a new account executive. It was not easy—we had 98 applications. I want to start this relationship off right. What is the first conversation I should have with the new employee?
A. There is at least one discussion you should have with your employee that most managers do not have: why we picked you. It sounds obvious, but this discussion can go a long way toward establishing a future relationship of clear expectations that match a vision you have for your employee’s 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 mountaintop you hope to have your employee ascend with you. This vision becomes an anchor your employee will not forget.
Q. I admit that I am an irritable manager. I can be friendly, and I do have people who love me, but work stress puts me in an irritable, short-tempered, impatient mood, and makes me intolerant of interruptions, etc. I would visit the EAP, but honestly, I don’t think anything would change.
A. An irritable disposition can be caused by many health and psychological factors. Sorting those things out is your task. You want to change, so your battle is already half won. Since you are self-aware, you have likely unsuccessfully attempted to change the undesirable behavior along the way. If that’s the case, seeing your medical doctor so you can receive a proper evaluation is the next stop. Other health, wellness, or mental health professionals can offer advice as well. Here is a checklist of issues to consider: 1) sleep disturbances; 2) healthy eating, diet, and food allergy issues; 3) exercise and relaxation habits; 4) thinking habits and how you reflexively respond to everyday stress. Getting help in this last department may require professional counseling with practical tips for making the changes you want, but you should also consider books like “Attitude Is Everything” by Jeff Keller or similar titles that are typically filled with solid common sense. You can make a lot of headway for about ten bucks.
July 2015
Laziness Versus Dysfunction
Why a Referral Helps
Management Questions Referral
Employee Does Not Want Referral
Providing Positive Feedback
Q. Is it unfair to consider my employee lazy rather than a troubled worker when this sort of behavior seems long term—almost part of his or her personality? Should I believe instead that there is always an explanation for what appears to be laziness, and just refer the employee to the EAP?
A. Laziness is associated with behaviors that can be measured. Focus on those, not the label. Consider a few supervisory interventions before making your referral. 1) Ask your employee why he or she is disinclined to work, participate in work activities with more vigor, or exert him- or herself to get the job done. 2) Have a discussion with your employee about his or her job description. Does he or she really know what it is? Delve deeper and ask your employee what he or she thinks the job entails. Answers to these questions will tell you a great deal about this problem. 3) Decide on what constitutes satisfactory performance and give your employee a project. Over a period of weeks, watch for quantifiable issues that demonstrate problematic behaviors. 4) Discover through conversation what motivates your employee, and use these things as rewards for the completion of work assignments. 5) Examine the work environment, too, but be cautious with this one. Accepting the employee’s analysis that the organization is to blame is a dead end in helping the employee. Refer the employee to the EAP if changes are not forthcoming.
Q. Why should supervisors consult with the EAP early in the process of managing troubled employees? Sometimes I work with an employee for months or perhaps a year before deciding to involve the EAP.
A. The rationale for consulting with EAPs early is one of risk reduction as much as it is helping the employee. You are only human, and over the course of months or even years of engaging with a potentially manipulative worker, you are at risk for saying and doing things that may not be in the best interest of yourself or the organization. These behaviors could prompt employment or legal claims stemming from your emotional reactions, exchanges, or mismanaged responses to the employee’s problems. Engaging with the EAP helps you avoid emotional hooks early because you feel the EAP’s support. This way you keep a cooler head and make more levelheaded decisions. EAPs have a lot of experience, and as they hear stories about troubled employees, they can often make early guesses about the nature of problems. Consulting with the EAP therefore results in earlier referral, saving you time and hassle that could last years.
Q. My boss thinks I mismanaged an employee whom I referred to the EAP. The referral didn’t work out and the employee was let go. Can the EAP write a letter on my behalf stating that I managed the referral correctly? Releases are signed. I think I am being treated unfairly.
A. The EAP won’t be able to play this advocacy role in communicating with management about the nature of the case and your role as a manager in dealing with the employee. The EAP can meet with you, however, to discuss the scope of the problem and suggest ways in which you may be able to respond. These sorts of conflicts often have multiple levels of concern associated with them. Indeed, unless management shared the full scope of their concerns, the EAP would not be able to prepare a suitable response and would be at a disadvantage in attempting to do so. Ultimately, the credibility of the EAP would suffer from a perception it was taking sides in a management dispute. In the end, employees who depend on the EAP would suffer.
Q. What if I refer an employee to the EAP and they don’t think they need it? Isn’t it important for the employee being referred to somewhat believe they need help so it is not a waste of the EAP’s time?
A. The EAP would not consider it a waste of time to meet with an employee who at first appears unmotivated, in denial, or otherwise convinced they do not need help. The important issue is whether the employee came of their own volition. Regarding motivation, desire, and insight—these often arrive later by way of an assessment and use of interviewing techniques called motivational counseling. It is quite normal for troubled employees to walk into an EAP office with one or more of three common viewpoints: 1) It’s my supervisor’s fault—I am not the one with the problem; 2) I am only here because I was told I had to come; and 3) I have no idea why I am here. All three of these are standard fare for EAPs, and EA professionals know how to address each one.
Q. I give feedback to my employees—each one—several times a year, but I do not do the “walking around to catch people doing things right” approach I see in management reading material. How much feedback and how often is recommended by experts?
A. The question of giving praise and feedback, including negative feedback to employees, is not so much about frequency and numbers, but how this communication helps produce a work climate that develops your staff and helps them achieve their work objectives. Many supervisors fail to understand the personal power they possess to influence their employees’ morale, motivation, desire to perform, innovation, desire to put in the hours, or their ability to feel good about themselves and the company itself. Supervisors are in control of all these things by way of a dynamic called “delegated authority.” A supervisor’s ability to influence these attitudes and behaviors is not earned like respect. It is instantaneous with the title, unless it is undermined in some way. The ideal balance regarding feedback exists when no employees are questioning where they stand with you and what you think about their performance.
June 2015
Past Regrets
Proactive Management
Reducing Workplace Stress
Facts, Not Opinions Belong in Referral
The Art of Detachment
Q. My employee has been no-call/no-show too many times, so we decided to let him go. He did visit the EAP months ago, but obviously it did not help. I am concerned I should have done more to help change this attendance pattern, but I am not sure what it would have been.
A. Employees who are no-call/no-show may have severe personal problems, have other sources of financial support making the job unimportant, or have extreme ambivalence about the job for some reason. If you offer a second chance, ask your employee about his or her goals for the future with the company. Referral to the EAP was an important step. Realize however that you may never discover the explanation for the behavior. Fear of job loss appears to be of no importance to your employee. EAPs have observed that employees with narcotic addictions can sometimes be no-call/no-shows. While the employee is under the influence and incapacitated, any sense of urgency or concern about the job may disappear. When the person is detoxified, remorse and a desire to keep the job may then become immense. This pattern then becomes cyclical.
Q. I was reprimanded recently and was told to be more proactive in my management style. The leadership also wants my employees to fall in line with this approach. What is proactive management, and how do I instill this in employees? Can the EAP help with something like this?
A. Proactive means "anticipatory." Management wants your energies and resources used to think ahead, anticipate problems and issues, and do less "reacting" to problems your work unit experiences. Here's the key: When managing proactively, you strategize and target problems that have not happened yet in an effort to prevent them. You cannot just "think" proactively. Instead, you target the risk with interventions to re duce or eliminate them. The EAP is not an expert on your specific functions, but is experienced at coaching, analyzing, and examining the man date you've been given. That assistance can help you keep on track and help ensure that you follow through on management's directive. For more insight, consider the only book dedicated to this topic, Proactive Personality and Behavior for Individual and Organizational Productivity (New Horizons in Management series) by Andrew J. DuBrin.
Q. Supervisors are supposed to play a role in reducing workplace stress. What areas of workplace stress most affect employees? Knowing what they are would help me consider strategies to at least deal with the most important issues. I know I can't intervene in everything.
A. You are correct. You won't be able to intervene in every issue, but there are broad categories of stress worth knowing about that can help you stay attuned to relationship and workplace dynamics with which interventions could reduce the impact of stress. Stress research usually focuses on
1) conflicts with supervisors,
2) complaints about the work culture and factors associated with it, and
3) dissatisfaction with making too minimal a contribution, not feeling like one belongs, is included, or fits in. This includes a feeling of not being valued for one's contributions to the achievements of the work unit. Keep these categories in mind in conversations with employees and when dealing with normal workplace conflict. They can alert you to take action, and this can reduce turnover if you jump on problems quickly and resolve them. Turn to the EAP to help you with any of them.
Q. I am not a counselor; I am an electrician. However, I have known my employee for 20 years. I think the EAP could benefit from my opinion on his psychological problems. Should I keep this information to myself or suggest what I think this employee's issues might be?
A. When you communicate with the EAP, especially in writing, you should stick with the appropriate and necessary information to support the rationale for your supervisor referral. This may include quality of work, conduct, attendance, and other observable and measurable factors that can be documented. The EAP will not ask your opinion about what you think the underlying psychological causes for the employee's troubles might be. To do so immediately places you in an inappropriate role for which you are not qualified, can't play, should not play, or all three. There is nothing to prohibit or stop you from verbally telling the EAP what you think is going on with your employee, but do not expect the EAP to participate in a discussion about these issues, probe further, validate what you have to say, or rely on this information in conducting an assessment or when planning treatment.
Q. How do I practice detachment so when I go home at the end of the day I am able to focus on home life, sleep better, and not be overly concerned about employee issues at work? Is this a learned skill or an ability a few lucky supervisors are born with?
A. Detachment is more of an art than a skill. It comes with practice, and you get better over time by practicing letting go, observing your resistance, and making adjustments to improve your ability. Detachment allows you to become a more accomplished worker and contented, happy family member. There is always more to learn about detachment. You will not succeed all the time. No job that entails interacting with the human condition enjoys complete and utter detachment, because a continuum of problems guarantees new acute experiences will test your ability to let go. Imagine an emergency operating room physician who could not detach from work. Stress and its ultimate effects would incapacitate even the most skilled doctor. If you struggle with detachment, talk to the EAP. They will help and guide you toward discovering a more happy personal and professional life.
May 2015
Personality Conflict Impedes Impartiality
Employee Will Not Release Information
Motivating Employees
Can Supervisors Help Relieve Anxiety?
Dealing With Personal Problems
Q. I have a personality clash with my employee. I am trying to practice emotional detachment, but I think supervisors must be careful with personality clashes. I can see how tempting it is to show bias against such persons on the job.
A. Not every supervisor will enjoy the personality style of each employee. You are right about the need to be cautious and avoid something called “social undermining.” This refers to any behavior or attitude toward your employee with the goal of sabotaging and curtailing that person from advancing, achieving, or being recognized for what he or she accomplishes. Social undermining is not necessarily bullying — it may be completely covert. Hindering success is the distinguishing feature of the behavior. Use the EAP to objectively assess your attitude. You may discover certain elements of your employee’s work style or personality that create anxiety for you. This may be attributed to feelings such as envy, jealousy, fear, and perhaps disappointment in your own achievements. These sorts of issues are usually quickly overcome with short-term counseling. The EAP is an excellent resource for such a purpose.
Q. I’m a bit irritated at the EAP for being unable to give me any information about an employee I referred. I feel pretty handicapped not knowing more about the problem and progress. I know the employee won’t sign a release, but how can I do my job if I am completely in the dark?
A. Privacy laws like HIPAA and federal alcohol and drug confidentiality laws (which are even stricter) govern EAP information. Without these provisions, EAPs would become extinct. Your organization would then have no practical avenue for intervening with troubled employees in the early stages of their problems. When EAPs were first established in the mid-1970s, noninterference with management and administrative processes was considered key. This still holds true. If your employee does not sign a release, he or she is not undermining your ability to function. On the contrary, the client may be undermining their ability to be accommodated by the work organization. Many supervisors struggle to understand this principle. Your hands are not tied with lack of personal information because management decisions are based upon observable and documented performance and conduct issues. EAPs do urge employees to sign releases when appropriate, but work organizations are not, and cannot be handicapped if they refuse.
Q. What are the best ways to help employees feel appreciated and motivated if there is no extra money to improve pay? Unfortunately, I need every employee to pull his or her weight, even if we don’t have one extra dime.
A. More money would not have a lasting impact, but the following will: 1) Periodically praise an employee in front of others, especially if the audience includes people the employee looks up to or feels are important. 2) Keep the employee aware of and included or involved in organizational matters that concern his or her job. 3) Keep your eyes open for things the employee does well and make a positive comment about them. (This is called “catching the employee doing something right.”) Use the same moment to ask your employee how things are going, and whether he or she needs anything from you to do his or her job. 4) Give an assignment or project that by its nature shows how much you trust the employee with something important or significant. These four strategies combined will cause an employee to feel appreciated more than almost any other approach.
Q. We hear a lot about how much anxiety employees experience because of work demands, technology, resource constraints, and our culture. Supervisors aren’t experts on anxiety, but what can we do to help?
A. Anxiety encompasses an array of mental health conditions, but supervisors are most likely to encounter a mixture of mild depression and anxiety disorders that, although distressing, aren’t deep-rooted conditions requiring long-term treatment. These include being worried or fearful about the future, facing work/domestic life and caregiver challenges, or contending with financial stress, with the effects of poor sleep, strain in personal relationships, and the inability to concentrate at work. Dependability issues may exist. You may see low mood or sadness, or may hear about poor sleep and appetite. You may witness fits of irritability, poor concentration, and forgetfulness. Headaches may be common, and aches and pains may be voiced. Heart palpitations, restlessness, and being “keyed up” and “on edge” may also be evident. As these symptoms emerge, encourage use of the EAP. Always emphasize confidentiality, and forget trying to talk an employee out of being anxious — it doesn’t work.
Q. I don’t think I should reject an employee who brings a personal problem to me. There needs to be some recognition and processing of the problem for a few minutes. I think this increases the chance of the employee accepting an EAP referral later when it is recommended.
A. You should not reject an employee who musters the courage to come to you with a personal problem. You’re right; to do so would decrease the likelihood of an EAP referral being accepted. Here’s one approach: Listen and give some indication that you understand what is being shared, then 1) Praise the employee for coming to you, (e.g., “Mary, I am glad you felt comfortable coming to me with this.”).
2) Reflect what you heard or summarize the details (e.g., “So, the bottom line is that your landlord is forcing you to leave and you have nowhere to go?”). 3) Set the stage for referral using this logical path: (e.g., “Mary, a lot of personal information is needed to help solve this problem. As your supervisor, I am not the best one to hear and retain this information, but the EAP is ideal. Can I help you arrange an appointment to see them?”). 4) Allow the employee to phone without delay while motivation is high.
April 2015
Can EAP Help Employee
Emotional Intelligence
Causes of Employee Dissatisfaction
Supervisors Ignore EAP
Lone Ranger Syndrome
Q. One of my employees appears unmotivated to go the extra mile, which is unlike her peers. I can’t diagnosis the problem, but what if the EAP could be helpful? There are no job problems, and I do consider her work more than satisfactory.
A. Something about this employee’s work style is concerning you despite the satisfactory level of performance she is achieving. True, you don’t have a reason to suggest the EAP or make a supervisor referral, but it doesn’t mean that over the next few weeks or months you can’t monitor work performance; inquire about her productivity level, satisfaction with the job, and interest in the work. Consider gathering observational data to support your inquiry about her motivation. This is not a diagnostic inquiry, but good supervision. Many supervisors have a gut-level impression that an employee suffers with some unknown personal problem. They can’t and shouldn’t use this impression to conduct a diagnostic assessment. However, this does not mean that the supervisor can’t do anything with his or her sense of concern. In fact, it would be ill-advised to completely ignore these hunches. When you meet, the employee may share information in your meeting that leads you to suggest the EAP.
Q. How can supervisors gain a better appreciation for the impact their behaviors have on those under their supervision?
A. The simple answer is: by having a close working relationship with your employees. Part of that relationship involves “checking in” on communication, interaction, and mutual understanding between each other. More broadly, learning about emotional intelligence (EI) is a way to appreciate human interaction and impact. In this context, you’re able to monitor your emotions and recognize the emotions of others and label them properly, and use this information to guide your behavior and thinking. Many resources are available to introduce you to EI skill-building. Your EAP can point the way to these resources. Another awareness to appreciate is the “trickle down” effect of supervision. The supervisor-supervisee dynamic is so strong that it can affect family harmony. Supervisor interactions at work have been shown to create conflicts at home, and even lead to domestic violence. This indirect influence is referred to as “social undermining” and has been well-documented.
Q. I know poor communication is the No. 1 key complaint in the results of employee surveys that have been administered to respondents at work organizations. What other common problems lead to employee dissatisfaction with organizations?
A. Other problems ranking up there but not as high as communication complaints (which are mostly related to information flow from the top of the organization down) are lack of recognition and praise, lack of training and educational opportunities, lack of flexibility in work schedules, and lack of authority given to employees. Having “more authority” is associated with a human need to want more control of one’s work in some fashion or form. The key is avoiding feeling like a cog in a wheel. Target this sensation and you’ll be on the right track. Consider how to improve communication, feedback, and recognition, and offer ways to insert training and educational opportunities into your employees’ experiences at work. Stumped when it comes to how to so? Create a peer advisory or brainstorming group to discuss the issues. You’ll be amazed at the ideas that will emerge from such an approach.
Q. I know supervisors who still ignore problem employees who should be confronted and referred to the EAP. Why is the EAP ignored, despite a supervisor being trained, being oriented to the EAP, understanding how it works, and being supportive of it?
A. A supervisor’s reluctance to incorporate the EAP in supervisory practices is often caused by a resistance to change, but this only partly explains the problem, because reduced supervisor stress results from using EAPs. Despite the warning not to do so, some supervisors prefer to be involved in resolving personal problems. This may lead to having after-hours counseling sessions, loaning money, talking to spouses, taking employees on social outings, or even having a drink with the employee at a bar “to talk things over.” Most supervisors know this is not their role, but some derive personal satisfaction from getting involved. Unfortunately, chronic performance problems often have serious root causes. Many are beyond the supervisor or even employee’s ability to perceive what they are and much less arrange treatment. Supervisors may revisit the same problem for years. Eventually, frustration mounts, leading to a desire to terminate the employee because he or she has been labeled “hopeless.”
Q. What is the “Lone Ranger Syndrome” with regard to the supervisor’s role in the workplace?
A. The Lone Ranger Syndrome is a construct originally conceptualized by U.S. Department of Human Resources HR specialist Art Purvis in the mid-1970s, when EAPs were in a growth boom. In his work with supervisors, he often observed their reluctance to deal with their own personal problems of depression, anxiety, or struggles, which were made worse by the isolation in their position. Although supervisors might refer employees to the EAP, supervisors often believe they have to tough it out. Hence, the tendency for supervisors to help others while suffering in silence and going it alone led to the coining of the term. The message for supervisors is clear in the Lone Ranger Syndrome: Do not allow the job and its special stress to cause you to neglect your own health and wellness needs.
March 2015
Good Communication Directly Impacts Morale
Constructive Conflict
Mistakes that Lead to Leadership Failure
Common Bullying Behaviors
Facebook Addiction
Q. Which one of these practices negatively impacts morale the most: failing to praise and reward employees, micromanaging, or poor communication?
A. Any of these workforce management practices may contribute to morale problems, but poor communication consistently ranks #1 as the leading complaint affecting productivity in modern businesses around the world. Why is this? The answer is that managers either don’t know what to do about it or they don’t have systems in place to ensure better communication, or both. To improve communication, make sure employees and management are educated about the importance of communication, and teach employees how to communicate effectively. Literally teach them about how to give feedback, communicate in a timely way, and share information properly, and create ways that employees can cross-dialog with each other regularly. Consider rewarding good communication. Make communication part of the work unit or workplace culture with systems that keep communication moving. Internal memos, company news, and special communications about corporate board decisions are “nice to haves,” but they will not fill the intimate communication void that often exists in the workplace. Investigate getting some consultative help from the EAP about communication education or even ideas on strategic goals to advance your initiatives in this area.
Q. What is the difference between constructive conflict and nonconstructive (destructive) conflict? How can I tell the difference in order to curtail one type but not the other? I don’t fear conflict, but I’d like to avoid useless warring between my employees.
A. Almost any conflict in the workplace (apart from violence) has the potential for a positive outcome. The discerning factor is whether both parties are willing to compromise and work through their differences. If one party resists, insisting on the defeat of the other, then the conflict is less likely to end constructively. Intervention or a third-party resolution is then needed to resolve it. For example, an argument between two managers concerning who is in charge of directing an administrative assistant’s work may begin as a personality clash, ego problem, or power struggle, but with compromise can evolve into a new solution for managing work flow efficiency. Educate your employees about conflict resolution strategies. Your EAP is an ideal source for this education. They can identify resources or offer other solutions. When employees are knowledgeable about conflict dynamics, they are more willing to let go and find the middle ground.
Q. I know that leadership has little to do with what I know or say, but instead with what I do that influences others. Can you give an example of one critical mistake that’s common in leadership failure and how the EAP can help leaders be successful?
A. Successful leadership is first grounded in competence, so there must be a foundation in your ability to do something well. But where are you leading your employees and the work unit? One common key failing of leadership is the failure to establish a vision. Effective leadership requires a vision about where you want to go. Without this vision and a set of goals to match, you lack something to rally your employees around. You can’t point to the mountaintop and get people behind you. This lack of vision can cause a leader to drift, making day-to-day decisions that feel unconnected to something larger. It becomes difficult to organize details, and the leader feels unsure of what he or she is trying to accomplish. Problems will mount, such as unhealthy coping behaviors. The leader will use fear to control employees, insisting on the importance of his or her role, but may actually feel insecure, withdrawn, depressed, and resistant to see the growing negative reality. The EAP can help a leader face changes that must be made, examine personal issues making problems worse, overcome fear, and offer support as a turnaround plan is implemented.
Q. What are the five most commonly perpetrated bullying behaviors?
A. Research varies, but according to the Workplace Bullying Institute, the five most common bullying behaviors are 1) falsely accusing the victim of errors not actually made (“Oh, now look what you’ve done”), but refusing to show or prove any error. 2) Staring, glaring, or behaving non-verbally in order to intimidate, but clearly showing hostility. 3) Discounting the person’s thoughts or feelings in meetings with peers (“Gee, duh, thanks for sharing, Susan.”) 4) Using the silent treatment to “ice out” and separate the victim from others. 5) Making up rules on the fly that the bully himself or herself does not follow but has then imposed on the victim. Understanding the broad range of bullying behaviors can help you spot them. To learn more, visitwww.workplacebullying.org.
Q. I have a few employees who can’t seem to break away from Facebook. They use their smartphones to keep up with it. This is getting ridiculous, and it is negatively affecting productivity. Telling people they cannot use a smartphone won’t work, and I need to do something. Is this Facebook Addiction?
A. Although Facebook Addiction is not a medically recognized disorder, there are plenty of accounts of Facebook users experiencing serious, adverse effects on their social and occupational functioning from being unable to stay away from Facebook. Your first step is to share your expectations regarding the use or non-use of smartphones during the workday. If a policy doesn’t exist, then insist on three conditions that must not be violated: 1) technology devices cannot be used in such a manner that they bother others or become an annoyance, 2) technology device usage cannot slow down business or work flow, and 3) technology device usage cannot cause loss of an employee’s focus on other matters important to the employer. You can then quantify violations of these standards and refer employees to the EAP who struggle to comply.
February 2015
Why Supervisors Need to Stop Bullying
The Impact of Domestic Violence on the Workplace
Why Employees Fail to Make Corrective Actions
Confronting Troubled Employees
When the Supervisor Displays Emotions
Q. Why is it important for supervisors to understand bullying, what it looks like, and how it impacts the workplace?
A. Workplace bullying harms employee health and reduces productivity. Unfortunately, many supervisors misidentify bullying as personality conflict, disrespect, incivility, personality style, jealousy, insecurity, or one employee having a bad day. It is natural to minimize the significance of a problem if it otherwise implies we may be called upon to use significant effort to address it. The more benign explanation usually wins out. This is also true with sexual harassment, which is not trivial or inconsequential. Investigate bullying as a possibility when you learn of employee conflict, particularly if you see a power disparity. One employee may have more tenure, clout, seniority, or recognition as the expert, or be considered by customers and peers as the “go-to person.” These dynamics make it difficult for victims to defend themselves because of their subordinate position, inexperience, lack of clout, or hesitation to be assertive.
Q. Why is domestic violence an issue for the workplace? Domestic means this problem is at home, not at work, right?
A. Three quarters of battered women (men are also victims) report being threatened while at work by a partner or spouse. This leads to lost productivity, distractions, and absences from the work post. Other issues also affect the workplace, like a violent partner coming to the job site. This can pose a grave threat, and many incidents of homicide in the workplace each year are associated with this circumstance. A former partner of a domestic violence victim may phone or come to the workplace to harass the victim primarily because the job site is a required, familiar, and predictable place for the victim to be. Less often considered, but also costly are employee batterers. They may be less productive, miss work, get incarcerated, or have unpredictable absences when stalking victims and getting into legal trouble. At work, batterers or stalkers may use work time to check up on their victims, or may spend lengthy periods of time on the phone processing and apologizing following battering incidents. A supervisor may never discover that domestic violence is linked to performance issues, but if you do, don’t keep it a secret. Contact the EAP and consult on arranging referral.
Q. From the EAP’s perspective, what is the most common explanation employees give as to why they failed to make the changes in their performance requested by the supervisor in a corrective interview?
A. The most common reasons cited by employees for why performance changes requested in a corrective interview with the supervisor were not forthcoming include misunderstanding what the supervisor said or denying the request was made. When you interview an employee and make clear the significant changes you want, you must put that information in writing and, just as important, follow up shortly afterward to clarify that the understanding remains. This eliminates “wishful listening,” also known as “hearing only what you want to hear.” Here’s the supervision maxim: Any unknown discrepancy between what you wanted and what the employee understood will grow larger as time passes between the original corrective interview and the follow-up meeting.
Q. What’s the most common mistake supervisors make when confronting troubled employees?
A. The most common mistake is not doing it in time. Not confronting an employee as soon as an inappropriate situation occurs is one of the worst mistakes supervisors make. This does not mean the confrontation must include a corrective interview at the moment. This is where the second mistake often occurs. Because many supervisors link confrontation and corrective interviews, they believe the two actions must happen at the same time. They don’t. As a result, a supervisor may fail to confront an employee because the timing isn’t right, they’re busy, it’s the end of the day, or they simply don’t have the energy for one more thing on their plate. Barring an emergency, any of these are legitimate reasons for not having a meeting to correct behavior or performance, but not for delaying a brief confrontation and arranging a meeting for a later time—that day or even several days later. The problem with lack of confrontation is often its negative effect: unstated approval.
Q. Are supervisors always supposed to be positive, or can we show our true selves—our discouragement and pessimism—if that’s the way we feel as a result of workplace or organizational circumstances?
A. Any general article discussing required skills, duties, and responsibilities of the supervisor will likely include praising, inspiring, team-building, and morale-boosting. Nothing should preclude you from being honest about the way you feel, but behaving in a manner inconsistent with these responsibilities undermines a positive work environment and can negatively affect productivity. Your employees deserve a positive leader even in the face of adversity. So as a leader you should not show pessimism and hopelessness. Leaders may not feel positive but they should always behave in ways that best serve their employees.
January 2015
Can Depression Spread To My Other Employees?
Changing Inappropriate Behavior
Creating Good Communication Within Office Groups
Can EAP Assist with ADHD?
Civility in the Workplace
Q. I read recently that depression may be contagious or an infectious disease. How is this possible?
A. Major depression affects 15-20 percent of the population. A research report from Stony Brook University in November received widespread attention because its author supported further investigation into the possibility that major depression could be the result of “some parasitic, bacterial, or viral infection” not yet identified. Infectious was mis-characterized as contagious in other media. The two do not necessarily equate. Not long ago, stomach ulcers were determined to be caused by H. pylori bacteria, not stress. The idea is similar. With regard to the workplace, many studies have shown that employee morale can be affected the attitudes and behaviors of coworkers. In this sense, depression’s effects can be “contagious” if behavioral issues of those affected by it influence others and negatively impact morale or productivity. Rely on the EAP when you are concerned about an employee’s behavior. Do not attempt to decide whether an employee is or is not depressed.
Q. My best press operator can be a little rough. He’s bossy, teases the apprentice about his intelligence, calls him “little buddy,” and yells at him. The puzzling piece is that they get along with each other 90 percent of the time, go bowling together, etc. Should I step in and intervene?
A. You should meet with your pressman to ensure that any behaviors you consider offensive stop. Document your meeting, including his response. You are able to personally judge the behaviors as inappropriate, and despite your apprentice’s apparent lack of assertiveness or willingness to come to you for help, you have a duty of care to maintain a work environment that is safe, respectful, and supportive of his well-being. These are bullying behaviors because they target one person and show a pervasive ongoing pattern of abuse. The apprentice may be tolerating this bullying behavior out of fear, or coping with it in ways that are beyond your awareness. For example, he may suffer ill effects like sleeping problems or depression. The victimized employee’s socializing with this person does not diminish the importance of the steps you should take. Consider a formal referral to the EAP if the behavior does not stop after your meeting.
Q. What should I measure to know if my work unit is characterized as having “good communication?” I would like to gauge the quality of communication and then respond accordingly, if needed.
A. A work unit characterized by good communication will typically demonstrate strong employee engagement, strong teams with high morale, and the ability to witness a competitive spirit among a productive group of people. One or more of these things is usually adversely affected when internal communication suffers. Delving deeper, the most commonly cited employee complaints linked to problematic communication are information flow between management and line staff, and lack of recognition and praise for employees. When you have a troubled employee or an employee who is not performing to expected standards, always analyze at least those couple of factors mentioned above and the role they might play in your approach to correcting performance. This is because behavioral manifestations of personal problems are often influenced or exacerbated by issues in the work environment, also referred to as corporate climate.
Q. Everyone in our office is smart, but we are all easily distracted. I am sure some of us must be affected by ADHD, but we have a reputation for innovation and corporate entrepreneurship. Is there any need for us to get collective EAP help or should we just leave well enough alone?
A. Research has shown that distractions can consume as much as a third of the typical workday. These include interruptions like the Internet, email, chitchat in the hallway, snacking, meetings, etc. As an experiment, take one distraction like hallway chitchat and intervene with it. Brainstorm an incentive program and accountability mechanism that includes peer monitoring to try to curtail it. An incentive program will allow employees to motivate themselves. Have a weekly vote to see who appeared least distracted. Back it up with an accountability strategy. The accountability strategy might be a tradition that allows any employee to call another coworker “off-task” if he or she appears to be idly chitchatting. Critical for making this experiment work is spending a few minutes regularly meeting and reinforcing the intervention strategy so it does not plateau, diminish, and stop. Talk to the EAP. EA professionals are keen on exploring and researching workplace behavior intervention strategies.
Q. We have some pretty uncivil people in our workplace. I’m not talking about bullying, but instead nasty notes, silent treatments, withholding information, or not inviting someone to lunch. What can supervisors do? Perhaps I am just oversensitive and shouldn’t care.
A. Lost productivity, diminished employee loyalty, and turnover costs all stem from incivility in the workplace. Workplace civility often stems from the absence of visible, proactive leadership and regular communication. If you have characteristically been visibly absent or you seldom meet to discuss team issues, start doing so. You may see some of these behaviors instantly stop. Employees take their cues from you on how to speak, behave, and engage with others. They notice your attitude, demeanor, personality, disposition, and how you treat others. All of these things play a role in influencing their behavior. You possess a natural form of power that comes from the right to be in charge, make decisions, and enforce standards. This is wonderful leverage for creating a positive work environment. Incivility is motivated by the desire to exert power over another, demonstrate frustration, or attain something desired. Tell employees you want a more civil workplace and expect it to happen. You will be surprised at how fast things can turn around.