Frontline Supervisor 2016

December 2016

EAP and the Interviewing Process

Q. Could EAPs play a role in helping management identify positive traits of employees—such as eagerness to learn, being a team player, and willingness to take initiative—through the interviewing process so that we could have best hires?

A. EAPs follow standards of practice that would conflict with the assignment of screening employees for personality style, temperament, and character attributes to assist in hiring. Although an EA professional might be capable of such a task, it would easily undermine the goal of an EAP being a safe and neutral source of confidential assistance to employees. A dual role of judging employees to aid in management’s hiring decisions also would interfere with the perception of the EAP as a program of attraction that draws employees to seek help in a safe setting of openness, safety, and receptivity. EAPs can offer education to supervisors and managers on improving communication, building positive relationships with employees, and engaging with them to enhance their productivity; but, acting purely as an extension of management’s need to classify workers for hire would cause the EAP to be rejected and to be seen as suspect.

Group Presentation for World Anxiety in the Workplace

Q. I have sensed a lot of anxiety among employees over the past couple of months associated with world events, politics, terrorism threats, and economic insecurity. Everyone knows about the EAP, but can the EAP do presentations for us and what might such a presentation comprise?

A. When EAPs help employees with anxiety or other concerns, they carefully rule out other conditions that may mimic anxiety or make anxiety worse. Although your employees know about the EAP, be sure to suggest the program to those you recognize as having more obvious needs. To classify everyone’s reactions to events as “anxiety” could mean that employees with more urgent needs are being overlooked. Talk to the EAP about a presentation. An EAP presentation might include reinterpreting and reacting more effectively to hyped news, especially changing one’s habitual reactions to it. This might include teaching strategies for countering negativity; interrupting negative feedback loops; avoiding catastrophic thinking that stirs anxiety and panic; learning strategies for limiting exposure; learning relaxation techniques; learning to keep motivational, spiritual, and affirming literature handy; and using strategies for instantly countering doomsday thinking. The goal is to help employees do their own “reality check” using cognitive/behavioral strategies, and guiding them in countering worry, stopping fretting, and curtailing misdirecting personal energy better spent on more desirable pursuits.

I Think My Employee is Using Meth

Q. I have an employee who looks like a meth user, not unlike those before-and-after photos you can see on the internet. I don’t know if she uses meth, but are these physical signs I can use to encourage EAP self-referral?

A. It is appropriate to inquire about the status of an employee who appears ill. Although stating that she looks like a meth user would not be appropriate, recommending that she take advantage of organizational resources, including the EAP, is reasonable. Not all meth addicts have classic facial scarring from picking at their skin, at least not initially. However, other signs of use may include paranoia, hallucinations, repetitive motor activity, memory loss, aggressive or violent behavior, mood disturbances, severe dental problems, etc. Addictive diseases are chronic and progressive, so things are going to get worse if meth is an issue. At the very least, you should understand your organization’s fitness for duty policy. A fitness for duty policy encompasses suitability for being at work in order to guard against an employee who may be unsafe to himself/herself or others. Talk with the EAP and consult on this situation to identify what other issues exist and could be used to recommend help or perhaps a formal referral that would lead to a full assessment.

I am a Micromanager

Q. I am too much of a micromanager; I admit it. But I am not sure how to change this pattern I have acquired. Do I need counseling in order to deal with my anxiety and learn how to let it go?

A. You do not need counseling yet. Try this practical intervention first. To free yourself and let go, learn coaching techniques so that those you delegate to will have your earned your confidence, and you can free yourself from the need to control details. If you learn how to coach, you will enjoy and relish delegating tasks. Well-coached employees are creative forces that can be counted on to provide solutions that supervisors haven’t considered. Also, your employees to whom you delegate will utilize their own unique talents and approaches to solve problems. The most popular book on coaching available from online bookstores is the “HBR Guide to Coaching Employees.” It is simple and straightforward.

How to Engage Employees

Q. How to engage employees is important, but I think the missing piece is making sure they know what they are doing, how they will be measured, and how they fit into the grand scheme of things. In other words, clarity and purpose. Am I right?

A. Yes. To highlight your point, Jim Moran, professor of Business Administration at Florida State University’s College of Business studied the issue of employees who are kept in the dark about their full purpose, and especially what they were accountable for doing. In his study of 750 workers, both white- and blue-collar, incredibly, less than 20 percent really felt certain they knew what was expected of them each day at work. Employees who are uncertain about their jobs showed 60 percent less trust of leadership. They also experienced 50 percent more frustration overall. They had 40 percent higher workloads. And 33 percent of these employees with ambiguous understandings of their jobs were more likely to look for another job and slack off. Obviously, these issues point to engagement problems. Source: Press release. Go to http://news.fsu.edu (Search: “Left in dark”)

November 2016

Employees are Facebook Bullying

Q. I have a couple of employees who are bullying and harassing another worker on Facebook. I am not sure I can do anything about this problem because it is obviously occurring outside of work. Are my hands tied? It’s causing tension on the job, but the employees’ quality of work remains unaffected.

Speak to your human resources advisor regarding your responsibility to manage or intervene in matters of this type. Also, rely on your organization for guidance when you are unsure of your role in any matter involving misconduct. Facebook is not necessarily the equivalent of a private conversation or interaction between two people if the abusive behavior is visible to a wider audience. So the question about what employers can do depends on a multitude of factors. Are these individuals easily identified as employees of your organization on their Facebook page or other postings found there? A disciplinary doctrine called “conduct unbecoming” is sometimes used in many matters associated with misconduct by licensed professionals, the military, law enforcement, and similarly regulated employees who are visible to the public or representing their employers in situations where reputation and conduct must be beyond reproach. Regardless, if the behavior carries over to the workplace, your intervention in that context would be appropriate. The EAP can also play a role within this context and can consult with you, informing you regarding how its services can best used..

When Personal Problems Affect Work Performance

Q. How can supervisors play a role in helping employees not bring their problems to work, and separating their home life from their work life so productivity is not affected?

A. The EAP adage that employees do not leave their problems at the front door when they come to work is a rallying cry for the growth of EAPs, but another part of this reality is that employees must be appropriately confronted when personal problems interfere with their productivity, attendance, quality of work, availability, and attitude. No supervisor will be able to prevent an employee from bringing his or her personal problems to work. However, supervisors can play a powerful role in helping employees seek help earlier before interference occurs. This is what drives EAP utilization up. The promotion of the EAP to supervisors is crucial, allowing these managers to feel empowered in confronting employees and confident that the EAP is a viable resource. Avoiding any delay in supervisor referrals is also key.

Should Employees Visit Co-Worker in Alcohol Rehab?

Q. We have an employee who has entered a drug and alcohol treatment program. Should I encourage workers to visit him there or discourage these visitations? We don’t want him to feel abandoned or ashamed, so we’re thinking it might be the right thing for people to drop by.

A. Talk with the EAP for guidance on this matter. If a release is signed for you at the treatment program, discuss it with the counselor there. Otherwise, allow employees to make their own decisions rather than advocate either way. Your question raises important issues. Most people who enter addiction treatment do so under duress. Some influence (such as a spouse) or form of leverage (like a court order) provided the motivation needed to accept admission. Denial in early treatment still impedes a patient’s ability to accept their illness. Hence, they are highly subject to leaving against medical advice (AMA). Such an event may result from the desire to drink or use drugs, or provocation from family, friends, or drug-using acquaintances who visit. Some of these individuals may even attempt to smuggle in substances (contraband) for various reasons. The rules associated with visitation are therefore strict to prevent adversely affecting the motivation of the patient and to prevent their leaving AMA.

Layoffs are Looming

Q. Some employees may lose their jobs in the coming year — we are just not sure when. This is obviously stressful for employees. I told everyone to take advantage of the EAP’s services, but I am concerned about employees who won’t go. How else can I help them?

A. When fear of job loss looms, employees worry about bills, the future, and their survival. Fear can cause employees to lose sleep, spend less time preparing healthy meals, lose motivation for exercise, avoid leisure activities, become isolated, eat more comfort food, procrastinate on important chores, experience depression, and not exert themselves to participate in activities that they once found pleasurable. You may pick up on these reactions while someone is on the job. It is at this time that you should reinforce the value message of the EAP. A study recently showed that fear of job loss was linked to increased risk of diabetes. Researchers reviewed data from nearly 141,000 workers in the United States, Europe, and Australia. Investigators found that diabetes rates were 19 percent higher among those who felt their employment was at risk (job insecurity) compared to people who felt secure in their jobs. The study did not prove a cause-and-effect relationship, but you can see that some of these behaviors increase risk for the disease. (Canadian Medical Association Journal, Oct. 3)

Knowing When to Refer an Employee to EAP

Q. I don’t hesitate to refer employees to the EAP; however, there are supervisor peers of mine who have never made an EAP referral. They are fully supportive of the EAP — they simply claim that they do not need it yet. How is this possible? I have made a dozen referrals.

A. The most difficult shift in thinking for supervisors to make when a company is installing an EAP and training people to use it is adapting to the idea of making a referral when an employee looks perfectly well but their performance is not satisfactory. It is a counterintuitive behavior that most managers have not experienced. Why refer someone to get help when they look like a million dollars? This “paradigm shift,” as it is referred to, is also difficult because the employee resists in the same way the supervisor resists. Resistance from the employee concerning referral may be fierce for the same reasons. Although it is possible your fellow supervisors have not had the occasion to refer someone, this explanation is the most likely one.

October 2016

Dealing with an On-the-Job Death of an Employee

Q. We experienced a death at one of our industrial plants. The EAP came out to meet with employees and to offer support, but some close coworkers didn’t show. I was surprised. Should I be concerned?

It is difficult to know why some of your employees did not show up, but meetings of this type may be initially avoided by those directly affected by the death. They simply may not yet be ready to share their reactions with others. These employees may demonstrate their grief later, and each potentially in a different way. Let the EAP offer guidance on steps you can take to help your employees respond to their grief reactions. Don’t rule out having more than one meeting where employees can come together and share and talk with each other. These meetings in the workplace are valuable, and they almost invariably become collaborative planning sessions where coworkers take charge of logistics, communication, funeral assistance, supporting the family, honoring the worker’s memory, planning meals, tending to household chores, dealing with pets, managing the employee’s belongings, and more. Be attuned to the productivity levels of your employees in the coming months and suggest the EAP for those who struggle to return to a desired level of productivity.

Boss and Employee at the Same AA Meeting

Q. I am a recovering alcoholic and attend a weekly AA meeting, where I was surprised to see my employee. And he saw me. This employee has absenteeism problems. Should I avoid discussing this chance meeting with him at work? Is it breaking confidence if I mention it to the EAP?

A. If your employee approaches you at work about the meeting, it would be your decision whether to share personal information or discuss the encounter. Approaching your employee first, however, would not be recommended. Alcoholics Anonymous has time-tested traditions related to how it functions, especially with regard to anonymity. It would be consistent with those traditions to not share your employee’s participation with anyone. It is also not a work-related matter. EA professionals accept referrals without preconceived notions as to what might ultimately explain a personal problem. With this in mind, EA professionals typically screen for substance abuse issues as they engage the employee client. The history of the EA profession is based on this precept.

Anger Does Not Exist in Supervisor's Role?

Q. I read somewhere that supervisors should never get angry at their employees. I am not sure I agree with that advice. Isn’t it better for employees to see the real person in a supervisor rather than a machine with no emotions?

A. The supervisor’s job is to coach, direct, develop, educate, and counsel employees on work issues. He or she performs these functions as a representative of the work organization with whom the employee has a pay-for-hire relationship. Supervisory functions do not include demonstration of anger that the organization feels toward employees for failure to perform satisfactorily. Because this role does not exist, the supervisor expressing anger is implying that his or her personal boundaries have been violated, and is supplanting the organization’s relationship with his or her own. When employees disappoint, corrective tools and administrative measures exist to help them improve performance. A supervisor can feel anger, of course, but to act on these feelings and display an emotional reaction can only diminish the quality and effectiveness of the relationship the employee has with the organization.

Employee in Crisis

Q. Recently a rumor circulated that my employee lost $100,000 in the stock market. A day later, he went on vacation. I feared he might commit suicide, but had no reason to phone 911. Upon his return, I did not inquire about the loss or recommend the EAP. Should I have?

A. When you learn through the grapevine that an employee is in crisis, that knowledge, learned within the context of the work setting, makes inquiring about it appropriate. This is not the same as probing a personal matter and invading privacy. Many employees attempt to make extra money, take risks, and fall prey to Internet get-rich-quick schemes, or legitimate but high-risk money-making opportunities like options trading. Some of these after- hours activities can be associated with compulsive gambling or Internet addiction. Other personal problems may further exacerbate these issues. Obviously, suggesting the EAP is a good idea, and for this employee, doing so now might still be a good idea.

EAP Can Help With Extended Family Issues

Q. I have an employee whose teenager was caught at school with “bath salts.” Now I hear the teen is in a drug treatment program somewhere in California. Is there any reason to suggest the employee contact the EAP, since the teen is in treatment?

A. Suggesting the EAP as a source of help would be appropriate because of the personal problem that exists and availability of the program. It is likely that other behavioral-medical issues exist in this instance, because residential treatment is usually not provided for use of bath salts (illegal in many states, but available online). However, there will be recommendations by any treatment program for aftercare, follow-up, possibly 12-step meetings, and most likely self-groups for the parents. Unfortunately, treatment centers out of state are notorious for minimal follow-up after discharge, and do not typically identify solid resources and help necessary to keep the entire family plugged in to recovery. If the employee requests EAP assistance, these concerns and needs can be easily addressed.

September 2016

Release of Confidentiality

Q. Can the EAP provide me with more information about the personal nature of the employee’s personal problems if he or she signs a release?

TA release of confidentiality signed by an EAP client typically allows a limited amount of information to be disclosed, including confirmation of EAP attendance; whether a recommendation was made by the EAP, but not its nature; employee agreement or non-agreement to participate in the EAP recommendation; periodic notice of ongoing participation; and notice to the employer of any needed accommodations, such as time off work to participate in the EAP’s recommendations. Technically, a release could allow the EAP to provide personal information, but this would be strongly discouraged for several reasons. The over-disclosure of information risks the loss of confidentiality and the loss of the perception of confidentiality associated with the EAP. Also, personal information disclosed to the supervisor would invite supervisor involvement in the employee’s problems, and it could unnecessarily interfere with administrative or disciplinary matters. This could frustrate management, confound managerial decision making, and lead to decreased enthusiasm for the EAP by management.

Behavioral Signs and Symptoms of Alcoholism or Drug Addiction

Q. Why are symptoms of alcoholism and drug addiction so different among employees? The most dramatic variance I have seen in my career is the issue of tardiness and absenteeism—some had a lot, others had none.

A. The behavioral signs and symptoms of alcoholism or drug addiction usually appear where they are least likely to create undesired consequences for the alcoholic or drug user, at least in the early stages of the illness. This is a time when the addict can exert more control. As the illness grows worse, this control lessens and more unpredictable behavioral patterns result. In a job where failure to come to work on time could lead to immediate dismissal, on-time attendance is more likely. However, driving under the influence or domestic problems may be common. If a manager appears to be lenient with regard to attendance and on-time appearance, then attendance issues are likely to be more prevalent. Indeed, most employees pay close attention to the degree to which on-time arrival to work is required, and what consequences ensue for failing to show or coming in late. Note that many personal problems impact attendance. You will, therefore, see a great degree of variance among employees with regard to this performance standard.

Role Model or Reality?

Q. Must everything we do as supervisors fall under the heading of “being a role model?” Personally, I think it is good to loosen up every once in a while so that employees see we are real people who can have a good time.

A. It may not seem fair, but your employees are continuously judging you by your behaviors. By virtue of your position, every behavior you exhibit to employees is viewed in the context of you as a role model. This is an inescapable dynamic of workplace authority and supervision. But there is more to it. All behaviors of supervisors make an impression on employees because their behaviors are symbolic. They tell your employees what you value, what you support, and what you stand for. This is a powerful tool in leadership. Not understanding this dynamic can cause you to lose their respect, along with harming your ability to influence and shape a team. Unfortunately, this easily happens when supervisors feel uncomfortable with this power or believe that being “one of the guys (or gals)” is more important.

Employees with Difficult Behavior

Q. I sometimes wonder about employees’ personality problems when they exhibit difficult behavior. For example, I think one of my employees is a narcissist. Isn’t it a good idea for the EAP to offer advice on how to communicate with different types of personalities?

A. Longstanding EAP guidance on avoiding diagnostic thinking on the part of supervisors has wide-ranging importance in the management of performance. A key issue is reducing the lag time for referring an employee to the EAP. Anything that impedes this process increases risk to the organization. Engaging with difficult personalities with the goal of overcoming their personality traits or “out-psyching” them contributes to this delay. Many people have elements of their personality that fall within descriptions of personality disorders. There is no “science” involving the mastery of engaging with personality disorders. A better way to go is to consult with the EAP about individual employees and your concerns about their work, behavior, attitude, or attendance. Then follow an effective approach for helping them become the best workers they can be. That might include help from the EAP.

Allow the EAP Professionals to "Troubleshoot"

Q. I am unsure how to respond to some problems raised by employees to explain their performance issues. For example, I have an employee with a tardiness problem who blames the traffic. I spend precious time advising on these issues, but to no avail. EAP referral doesn’t make sense.

A. It is easy to get bogged down in helping employees troubleshoot problems like traffic or babysitting quandaries in an effort to have them perform, or in this case, arrive on time. This is all natural and quite expected in close working relationships. However, such discussions can grow wider and deeper. Eventually, you may not consider the EAP as an option. Here’s where it gets interesting: If you have spent a large amount of time troubleshooting a problem like traffic, you may not realize that other problems may contribute to the tardiness. These other problems may actually be the primary cause. Still, you may believe the EAP can’t help because, after all, this is about traffic. Any EAP could cite dozens of primary contributing factors to tardiness of which supervisors were completely unaware.

August 2016

Helping Workers in the Sandwich Generation

Q. Many employees are taking care of elderly parents while managing their households and parenting their own children. I think some of these workers are at risk for burnout, or at least for being unproductive at some point. How can managers play a role in helping these workers?

Compassion fatigue describes the type of burnout often experienced by caregivers. Additionally, the “Sandwich Generation” describes those adults faced with responsibilities for their children while also ministering to the needs of elderly parent(s). Like nurses who may experience burnout that contributes to less-effective patient care, absenteeism, and employee turnover, these employees may pose similar risks to employers. Realize that caregivers may not notice the level of stress they are truly under until symptoms like health problems appear. For burnout, these could include dozens of maladies and complaints—headaches, lowered resiliency, interpersonal conflicts, cynicism, irritability, low energy, more frequent colds, or blaming the employer for not appreciating his or her contributions. It can be a highly mixed bag of issues. When you witness productivity drop-offs among employees, refer early to the EAP. Scheduling flexibility may offer valuable help for employee caregivers, but a lot of accommodating can be difficult for employers.

Asking Employee for EAP Release

Q. In a few cases when I have referred employees to the EAP, they’ve refused to go after I’ve mentioned that I need them to sign a release of information. It’s a catch-22. I need to know if they actually go, but asking for a release loses the referral. What’s the fix?

A. Although an employee must sign a release of information if you are to learn of his or her participation in the EAP, you admittedly are not equipped to explain confidentiality laws, the purpose of a release, its restrictions, and why it is a good idea. Any of these concerns may surface at its mention. Unless you are authoring a last-chance or firm-choice agreement where obligations are spelled out, the solution is to say, “Can you please give permission to the EAP to let me know that you kept the appointment?” This approach is less threatening. It also better protects the perception of EAP confidentiality. EA professionals are experienced at explaining the purpose of a release so employees see its value as a way for the EAP to effectively communicate appropriate information to the supervisor. This reduces anxiety, which keeps clients focused on getting help.

Perceived Pot Usage Not Enough for a Referral

Q. My employee fell off the loading dock and was injured while involved in horseplay. A gesture from a coworker indicated he had been smoking pot on lunch break. I have no evidence, but how can I make an EAP referral to evaluate whether a drug use issue exists?

A. There may be occasions when a supervisor would like to refer an employee to the EAP for a personal problem based on a hunch or unverified tip. Without clear documentation of a performance issue or a clear rationale for the referral, however, such action would only hurt the EAP by decreasing its value as a program of attraction. Some employers refer employees to the EAP for help with coming back to work after an injury, or when a conduct problem has repeated itself too often. A workers’ compensation doctor might spot a drug use issue in the course of treatment and refer to the EAP. However, beyond these few paths of discovery, the ability to refer is limited. Note that EAPs always keep in mind the possibility that an alcohol or drug problem exists within the context of any type of initial complaint. The EAP field’s beginning is rooted in this underlying principle.

Bringing Diversity to the Workplace

Q. Beyond respect and tolerance, how can I help employees see the value of diversity and use it as a resource to support work goals and the organization’s mission?

A. Many supervisors fear that if they are proactive in helping employees deal with stress, everyone in the workplace will slow down, thereby harming productivity. According to the 2016 Work and Well-Being Survey released in June by the American Psychological Association, the five most stressful problems facing employees are long hours, low pay, lack of opportunity for growth and advancement, too heavy a workload, and unrealistic job expectations. The survey shows that at least 40%-50% of employees report either “very significant stress” or “somewhat significant stress” associated with these factors. Supervisors obviously have varying degrees of control, but simply by talking with your employees, you will discover ways to reduce their stress but not their productivity. In fact, reducing employee stress is more likely to increase productivity! Source: http://www.apaexcellence.org [Search: “2016 work life study”]

New Supervisor Seeking Wisdom

Q. I am a new manager and in my first job as a supervisor. What problems might I encounter early that I can prepare for now? If I feel overwhelmed, can the EAP help me?

A. Becoming a manager can be exciting, but be sure you understand your role and responsibilities. Have this discussion and nail down the details early. This will prevent many problems you would otherwise face from overlooking important aspects of your job. Be prepared for difficult challenges that lead you to question your ability to do the job. This is normal. If your employees are performing well, do not see this as a signal to ignore them until they need you. Be proactive and engage with them regularly. The supervisory role includes influence projected by your knowledge and abilities, and leverage naturally linked to your authority. Both dynamics influence employee productivity. The EAP can help you with time and stress management; tips on organizing work; consulting on how to manage difficult employees and how to coach; education on conflict resolution and managing teams; support when faced with tough decisions like terminating an employee; and, counseling to help you avoid burnout.

July 2016

When the Supervisor is an EAP Client

Q. Is it helpful for a supervisor to disclose that he or she is a client of the EAP, and even to offer an encouraging stand-up testimonial at a group orientation to support the EAP and encourage its use by employees?

There is no need to disclose your participation in an EAP as a way of encouraging employees to use the program. Some CEOs have made such announcements in larger public forums like EAP orientations, and it may be more impactful the higher up the manager is placed in the organization. However, there is no research that demonstrates such announcements improve utilization. More helpful to employees’ likelihood of using an EAP is speaking positively about the program regularly and reminding employees about its confidentiality provisions. Not doing so may contribute to a false perception that confidentiality is lacking, whereas doing so beats back this false perception. This word-of-mouth promotion works with any product or service. Frequently repeating a positive message about the EAP produces more results than a single, major announcement of acceptance by a key manager.

Employee Refuses to be Referred to EAP

Q. I have attempted to refer my employee to the EAP four times. Each time, the employee gave me good reasons not to refer him. These included how he was addressing his problems. Now I am on attempt number five! Where am I going wrong?

A. Consult with the EAP to better understand what makes for an effective referral. Some troubled employees provide compelling reasons for the supervisor to postpone corrective action for performance issues. Referring an employee to the EAP or taking any job action is not a pleasurable thing. Naturally, any rationale to postpone these actions is welcome. This is what leads many supervisors to experience your circumstances. Be decisive, however, because the chronic nature of problems may be associated with greater risk. Chronic problems often culminate in larger crises, and these can have significant consequences for the organization. Reducing this risk by combining proper administrative decisions with use of the EAP is what makes the program the perfect partner in loss prevention.

Changing the Perception of EAP Confidentiality.

Q. How do supervisors and employees interfere with the perception that the EAP is confidential?

A. The familiar saying “Perception is reality” applies well to EAPs. The level of confidentiality perceived by employees corresponds to the credibility of the EAP. Some strategic thoughtfulness about helping the EAP maintain a strong perception of confidentiality is therefore important to program utilization. This reduces risk to the organization, of course. Supervisors can damage an EAP’s credibility by what they say or do. For example, do not discuss employee referrals with those who do not have a right or need to know about them, and resist asking employees about what happened in the EAP interview. Do not insert records of participation in a file that others in management (or their administrative help) would have access to in the future. In addition, the EAP professional should not visit your office to consult with you about a troubled employee. Every EAP is a bit different, and can provide supervisors with dos and don’ts that help preserve and protect the program.

Does Less Stress Mean Less Productivity?

Q. I know supervisors should play a role in reducing stress, but my big fear is that the penalty for helping employees reduce stress is lower productivity. Isn’t it a catch-22?

A. Many supervisors fear that if they are proactive in helping employees deal with stress, everyone in the workplace will slow down, thereby harming productivity. According to the 2016 Work and Well-Being Survey released in June by the American Psychological Association, the five most stressful problems facing employees are long hours, low pay, lack of opportunity for growth and advancement, too heavy a workload, and unrealistic job expectations. The survey shows that at least 40%-50% of employees report either “very significant stress” or “somewhat significant stress” associated with these factors. Supervisors obviously have varying degrees of control, but simply by talking with your employees, you will discover ways to reduce their stress but not their productivity. In fact, reducing employee stress is more likely to increase productivity! Source: http://www.apaexcellence.org [Search: “2016 work life study”]

I am NOT an Angry Person!!!

Q. My boss wants me to deal with my “anger issues” and suggested anger management classes. I admit that under pressure I sometimes act like a hothead, but isn’t my boss being an “armchair diagnostician” by saying that I have anger issues?

A. Your boss can see and experience your anger. This makes it an observable and legitimate problem for him or her to address. As with absenteeism and disorganization, angry behavior that is disruptive can be quantified by the number of incidents and its effect on others. So your boss is not acting as an armchair diagnostician with such a statement. However, deciding on the cause of your anger, suggesting the type of counseling needed, or making a decision that you don’t need the EAP but anger management classes would all be examples of acting as an armchair diagnostician. Anger management counseling helps a person gain control over his or her reaction to feeling irritated and annoyed. Many people referred for anger management are really struggling with rage, which is a very intense and violent (or bordering on violent) response. Often an event or incident can trigger rage. You should self-refer to the EAP to discuss the anger issue first. The EAP will lead to the right form of help.

June 2016

What to do When the Supervisor is the Problem?

Q. We talk a lot about helping troubled employees, but what are some of the most common behaviors of troubled supervisors that negatively affect employees? If I am aware of what they are, perhaps I can intervene before they become habits.

A. Troubling behaviors of supervisors can be costly for organizations, which is why there is typically much deliberation regarding their hiring. Troubled supervisors have a multiplier effect because they have influence over others and work systems. We’ve all heard of bosses who are bullies or those who were catalysts for workplace violence. Some employees become severely depressed over supervisory practices, and you’ve heard the phrase, “Employees don’t leave companies; they leave supervisors.” This refers to the high cost of turnover. The Workplace Bullying Institute reports that 44% of workers have had an abusive boss. The behaviors cited by employees as the most painful and disruptive were sarcastic jokes, public criticism of job performance, interrupting a worker in a rude manner, yelling or raising one’s voice, and ignoring an employee as if he or she were invisible. Empathize with the victim of these behaviors to help avoid them.

Employee Rubs Co-workers the Wrong Way, High Sales Achiever

Q. How can I coach my employee, who is very competitive, to be less arrogant when interacting with coworkers during staff meetings? He rubs people the wrong way, but frankly, I like his take-no-prisoners mentality toward achieving our sales goals.

A. Since your work unit or department is dedicated to maximizing sales, understand that the workplace can play a role in creating a high-energy work environment. This is not necessarily a bad thing for sales. Employees who are competitive will naturally feel revved up and behave accordingly. So, the discussion to have with your employee is about restraint. His behavior is out of place for the office setting. If not controlled, it can contribute to a toxic work environment. Is your employee ambitious or arrogant? Consider your personal reaction to ambitious behavior so you don’t mislabel it as arrogance. If your employee acts and behaves as though he is better than others are, you have a basis for correcting the behavior or making a referral to the EAP if the difficult behavior continues.

How to Deal with Unhappy Employee?

Q. My employee is not happy in her job. There is no place in the organization where she can be transferred. What can I do before suggesting an EAP referral? Being unhappy isn’t a performance problem, so is an EAP appropriate? Should I coach her to leave?

A. Sit down with your employee and find out what is causing her to appear so unhappy in her job. Document this discussion. There are perhaps a hundred reasons employees become unhappy, and they can range from not knowing what they are doing to having various medical or behavioral health problems. It is true that unhappiness alone is not a performance problem. However, the behavior or attitude associated with being unhappy can still affect the work environment, her initiative, and her demeanor, and can create an unsupportive work environment that adversely affects coworkers and their productivity. If you can’t make headway on work-related issues first, consult with the EAP. Together, you may discover ideas to help renew her enthusiasm for the position. Make the EAP referral if these first steps do not produce the results you need to help her become a fully functioning member of your team.

Difference Between Being a Good Manager and Being a Good Leader

Q. What is the difference between being a good manager and being a good leader? Can EAPs help with leadership issues, or is this development of leaders more of an education and training process apart from what EAPs do?

A. Peter Drucker, known as “the father of modern management” once said, “Management is doing things right; leadership is doing the right things.” This adage has meaning for nearly all supervisors because you will have the opportunity to play both roles at some point. Leadership is not just a few people at the top making all the decisions. It’s an organizational process. Many supervisors are not used to thinking like leaders, and a lack of definition can make leadership sound mysterious. The key is viewing those under your supervision not as individuals with specific functions you monitor, but as part of an orchestra of talent and potential that you escort or shepherd to achievement. This view of leadership places the emphasis on the team’s success to define your own success. The EAP is an excellent resource for helping you look in the “leadership mirror” to see potential roadblocks in your approach to leadership that keep you from connecting with your team the way you envision.

Learning to be More Assertive

Q. How can I be more assertive with the help of the EAP? I avoid certain employees I do not like to supervise. These are difficult personalities, and I know I need to change this coping style because it is creating unspoken tension. I can feel it.

A. To start being assertive, understand the value in practicing it. Without assertiveness you participate in laissez-faire management, which means you are supporting a policy or attitude of letting things take their own course without interference. This usually has only one result—things spiral out of control. Most supervisors are not completely unassertive. Instead, assertiveness is selective. Reinforcement of undesirable employee behaviors, however, happens by default without assertiveness. The good news is that assertiveness is easier to learn than most people think because there are mechanics, word phrases, and sentence structures that can be tested and their results experienced. Find assertive language you can practice, watch the result, make a tweak, and try again. Eventually you will see results. EAPs are pros at helping employees, including supervisors, be assertive. The EA professional will help you get started, process the outcomes of your attempts, and make forward progress.

May 2016

Supervisor as a Safety Monitor

Q. What does it mean for a supervisor to play the role of a safety mentor?

A. When supervisors act as safety mentors, they help employees acquire the education, training, and instruction needed to stay safe on the job. They also help employees develop habits of thinking before they act in order to prevent accidents. A safety mentor teaches employees to remain cautious and look for risks. Training and education alone can’t teach this safety attitude, so the supervisor must model it with an effective relationship. This is what helps establish a safety culture. The supervisor must repeatedly impress upon the employee the need to ask safety-related questions, bring concerns to him or her, and not hesitate to do so. In short, the safety mentor passes along a prevention attitude, and this in turn is passed to other employees down the line. With this model of nurturing employees, organizations reap the rewards of higher productivity and reduced costs. One of these rewards is better cooperation in general between supervisors and employees.

How to Refer Employees Who Clash

Q. I have two employees with a personality clash. Periodically I succeed in getting them to cooperate, but it doesn’t “stick.” Soon they are back at each other’s throats. What is the preferred method for referring them to the EAP?

A. There is no preferred method for referring employees in conflict to the EAP, but most EA professionals can recommend an approach based on their past success at conflict resolution. Consult with the EAP to offer background information and plan the referral. Be careful not to see conflict as “the problem.” This view of conflict can unwittingly allow you to tolerate it for years because the root causes of conflict are ignored. Conflicts between employees are usually symptoms of other issues requiring intervention or personal change. If you decide to refer employees individually, you may discover that venting and sharing each one’s individual stories in private with the EAP produce an almost immediate cessation of tension. Be assured that it is temporary. However, when each employee is feeling supported and aligned with the EAP, the next step of engagement can proceed. Usually EAPs quickly have clarity about the general path toward resolution with the above approach.

Gaining Peace Among Employees

Q. How can supervisors intervene with attitude problems, bickering, and morale problems among a large group of employees? Should I have a large group meeting to air out the issues?

A. Remember this rule: If employees are bringing their concerns and complaints to you, they are less likely to bring the same complaints and concerns to their peers. Appreciating this dynamic can help you stay proactive in developing effective relationships with employees. Start by reaching out to employees individually to interview and engage with them to gain clarity about the problems your work unit is experiencing. Do not have a large group meeting, because you may never uncover the nature of squabbles that commonly develop among subgroups. Depending on how quickly you meet individually with employees, you may notice more calm and less negativity. This is temporary and requires the next step of acting on and responding to the issues brought to you in these meetings. Establish a feedback process to gauge the impact of implementation. Consult with the EAP to have an EA professional validate your analysis and the conclusions you’ve arrived at concerning solutions.

Is Self-referral Preferable to Formal Referral?

Q. Should a supervisor always seek to motivate an employee to self-refer to the EAP before making a formal referral, other than referrals for serious work rule infractions like a positive drug test, violent incident, etc.?

A. Supervisor referrals are based on performance, conduct, attendance, attitude, or related behavior issues. In the course of supervision, a performance problem might be identified, and typically the supervisor offers guidance to correct it. If change isn’t forthcoming, the supervisor’s suggestion to use the EAP may come next. This in turn may lead to a formal referral if performance issues remain or become chronically unsatisfactory. There is no “progressive EAP referral process,” but in practice it may look like there is. The one pitfall of this progression is the protracted period of time over which a personal problem may grow worse. This can interfere with the employee’s decision to get help because of denial. Supervisors should focus on helping employees make changes early and in an expedient manner to prevent an increasing likelihood the employee will become unsalvageable.

Dealing with Difficult People and Personalities

Q. Supervisors must be skilled at dealing with difficult people and personalities, but no one gets formally trained to do it. It is learned as you go. Can you provide “generic tips” on managing these individuals?

A. Many resources attempt to name and categorize personality styles and offer specific interventions, but the following serve as general advice for supervisors. (1) Interrupt the difficult coworker’s pattern early by counseling the employee to make necessary changes. (2) Document the problem well: include what happened, and describe in measureable terms the impact of the difficult behavior on others, productivity, work processes, and/or work climate. (3) Discuss the adequacy of your documentation with the EAP. (Don’t skip this step.) A difficult employee often has well-practiced defense mechanisms to employ against poor or mediocre documentation. The EAP can offer suggestions for more “airtight” documentation. (4) Meet with your employee, and use the documentation in your meeting. (5) Record the outcome, and produce a letter of agreement between you and your employee about changes to be made. (6) Reinforce changes with praise, but do not make global statements of how outstanding a performer you believe your employee to be. These could undermine your attempts to take needed administrative or disciplinary steps in the future.

April 2016

My Employee is Chronically Late

Q. I plan to make a supervisor referral to the EAP of an employee who chronically comes to work late. Should I also probe the reasons why? I don’t think it really matters, and I probably won’t get the whole truth, so why risk getting bogged down in excuses?

A. Yes, ask your employee why he or she is coming to work late. The reason for asking is to rule out any issue that could be work-related over which you have control or influence to change. Remember, coming to work on time is a requirement for most jobs, and it is a measurable performance issue. So you have a right to at least ask why he or she is not measuring up. If your employee discloses a work-centered reason for tardiness, try to address it. If your employee mentions a personal problem, accept the answer, but recommend the EAP as a resource for proper help. Talk to the EAP beforehand or provide documentation to the EA professional so proper assessment can be conducted.

Is My Employee Lazy?

Q. I have an employee whom I consider lazy, but referral to the EAP for this problem doesn’t sound like the right thing to do. Do you have recommendations about dealing with “laziness”?

A. Some employees may appear disinclined to work or slow to exert themselves to accomplish required tasks of their job. They may also appear sluggish. You are correct that a referral to the EAP is not the right step initially, but it may come later after you attempt the following work-centered interventions. Note that the following is not a diagnostic process. Hold a discussion with your employee about how he/she feels about the job. Seek to uncover his or her attitudes toward it. Also, ask about his or her personal goals in relation to the work. Be honest, and say you have noticed a slow-moving work style, trouble taking initiative, not always getting things done on time, or other measurable behaviors. Don’t label the employee as lazy. Stress the value of the employee’s position in the organization, and see whether you can elicit a higher level of excitement. If this step fails, then arrange an EAP referral.

Are You Conflict Avoidant?

Q. Supervisors want to avoid conflicts with employees, which is why many of us do not hold them accountable. I know lack of accountability is a significant complaint of top management, but this avoidance of conflict helps manage stress.

A. Seeking to reduce conflicts is a worthy pursuit, but this is different from being “conflict avoidant.” Conflict avoidance is a dysfunctional approach to conflict management that seeks to evade or steer clear of disagreements, quarrels, and the work needed to resolve them. Problems therefore grow worse, rather than being transformed into opportunities that can lead to more efficient work systems and higher productivity. Conflict avoidance requires a decision by the supervisor to abdicate his or her responsibility for resolving conflicts. Supervisors who avoid conflict are typically unaware that systematic steps and procedures for resolving conflicts exist, and that conflicts can ultimately become success stories, not bad memories. EAPs garner much experience in conflict resolution and can often play a consultative role to supervisors. Reach out and encourage your supervisor peers to do the same.

Number One Mistake of New Supervisors

Q. I am a new supervisor. I can see right away I am the “one in the middle” with my supervisor above me and the employees below me each needing different things. Tell me the number one mistake I am likely to make as a new supervisor.

A. The number one mistake that you are likely to make as a new supervisor is failing to see your role as a “teacher” instead of a “cop.” This slipup results from stereotypes you might hold of what supervisors do, insecurity about your supervisory skills, and fear of not being taken seriously. To reduce the likelihood of making this mistake, develop individual workplace relationships with everyone you supervise. Begin to understand five things about each employee—what their key skills are, what they want to learn more about, what motivates them, how much feedback they want or need, and their preferred form of communication. Down the road, check in to ensure these assessments are indeed correct. This will prevent a “barrier” forming between you and your employee caused by slow, simmering resentment toward you for not meeting his/her needs. If you are unsure about how to approach employees or communicate with them, sit down with the EAP and devise a plan or approach before things get worse.

EAP Visits Make No Change in Employee Behavior

Q. My employee has been visiting the EAP once per week for about a month. I am not seeing changes in his attitude or attendance. Should I phone the EAP to let them know, take the administrative action I promised, give the situation more time, or what?

A. The answer depends on what you are willing to tolerate or postpone. Speaking with the EAP and giving feedback is a smart move because the EA professional can interview the employee and, relying on your feedback, make adjustments to EAP recommendations, the treatment plan, or instructions given to the employee. Supervisors often observe behavior changes that the EAP may not. They should communicate their observations to the EAP without delay. These problems often signal that the employee has stopped participating in its recommendations. EAPs can’t tell managers how to respond administratively in “fail to thrive situations,” but with a more complete picture made possible by communication, they will usually know what’s best.

March 2016

Creating a Happy Workplace

Q. How can supervisors help employees be happier at work other than through good communication and avoiding micromanaging and other supervisor-related issues that impede productivity?

A. A quick Google search finds dozens of action steps and tips to help employees be happier at work. Supervisors can reinforce many of these tips thereby increasing their positive impact. Do your own search of “tips to be happier at work” and see how many you can find. Examples: 1) Eat healthier. (Supervisors can make healthy snacks, like fruit, available so employees are able to take advantage of healthy sources of energy in the afternoons.) 2) Exercise more. (Supervisors can model taking the stairs and/or taking walks during the day, reinforcing get-out-and-move-around behaviors.) 3) Give feedback to your supervisor/employer. (Supervisors can create efficient ways of encouraging employees to give feedback—both positive and negative—and then consider changes where appropriate.) Pride, job satisfaction, and fun at work stimulate the internal motivation of workers, so keep in mind what can contribute to these feeling-states to help employees be happier at work.

Troubled Employee Returns

Q. We have a troubled employee with many behavioral issues who took a leave of absence from work. Lengthy absences had coworkers hoping and believing that he would not return. Unfortunately, he’s back, and employees are upset. How can this issue be managed?

A. Your employee will return to work and either maintain satisfactory performance or not. If you have a history of documentation, you should continue with it, noting positive changes or continuation of the performance issues. Meet and discuss your concerns with your employee. Set standards for what you expect. Ask how he feels about coming back, whether he feels supported, and what, if anything, is needed from you to do the job well. This discussion demonstrates your impartiality. If employees approach you with dismay and anger, remind them that you are fair and impartial in your supervision. Do not discuss the employee’s issues. Encourage individual workers to come to you with their complaints first so you can address them rather than risk a bullying or “mobbing” of this worker by an angry group of coworkers.

“Mobbing” in the Workplace

Q. Supervisors What is “mobbing” in the workplace?

A. Mobbing refers to a group of employees bullying an individual. Whether coordinated or not, the pattern includes targeting the individual with behaviors generally considered to be harassment. These include “ganging up” on the victim in an effort to force him or her to quit or be transferred. The victim may be targeted with rumors, intimidation, humiliation, or social isolation. When discussing mobbing, these behaviors are generally not sexual or racial in their context, but their maliciousness constitutes harassment.

Temporary Workers Deserve Respect

Q. Temporary workers in our organization sometimes don’t get the respect shown to full-timers. Can you comment on the downside and associated risks of not respecting these employees?

A. Temporary workers deserve the same respect as other workers in an organization, but it is easy for some employees to equate the word “temporary” with “less important,” “invisible,” and “non-person,” if only subconsciously. If this connection is made, the risk exists that temporary workers and their needs will be overlooked. This may include failure to discuss their lunch break, not letting them know where bathrooms are located, or forgetting they have to leave on time like everyone else. Temporary workers may be omitted from important staff meetings that include discussions directly relevant to their work and contributions. Temporary workers may have significant influence as they handle the affairs of a business and develop relationships with regular workers. As a supervisor, you should remind employees of the importance of temporary workers to help prevent their being treated as “second class.” Treat them like welcomed guests and special employees and you’ll realize a higher cost-benefit in their role.

Complaints About the Boss

Q. Will EAPs see employees who come for no other reason than to complain about the boss? Won’t EAPs tell employees that they don’t handle those kinds of problems?

A. Employees feel safe coming to the EAP and know their concerns will be heard without prejudice. It is therefore not unusual for employees to visit the EAP and complain about the boss. Complaining about someone else is a common means of getting help for oneself, and it makes self-referral easier. EAPs know this, so they will not tell an employee, “We don’t handle that problem.” It is always assumed that other issues exist beyond the primary complaint. These might include performance problems, personal problems, communication issues, poor coping strategies, mental health issues, and the like. Typically, employees are helped to better understand their conflicts with the boss and resolve them through better communication skills or tasks associated with personal change. If it appears that an employee is a victim of an abusive supervisor, other internal resources for resolution are discussed. Managing this type of case illustrates a priceless risk management role for EAPs, because whatever the problem, the EAP’s concern is for both the employee’s and the organization’s well-being. In nearly all cases, agitated employees voicing complaints about the supervisor are looking only to have a better relationship.

February 2016

The Fine Art of Listening

Q. Some employees are very up front about personal problems. I know we should not give advice or counsel employees, but I think too much listening can also be problematic. So, how much should a supervisor listen to employees’ problems?

A. There are two problematic issues associated with listening to employees who bring their personal problems to you as their supervisor: one is giving advice, and the other is having too much information about their personal problems. The more information you possess about an employee’s situation, the more responsibility you have to consider it when making decisions. And don’t be fooled, the more you know, the more likely it is that information will affect your feelings about the employee. Judgments about how to manage performance will be affected. Some personal problems employees possess can be associated with disabilities under the Americans with Disabilities Act (ADA), and knowing about those problems places you in the position of having to act properly to give them due consideration. Supervisors must listen to employees, but they must also learn the art of cutting a conversation short (for example, by using language such as “Jim, I get the picture. Let me recommend that you visit with the EAP,” and “let me give you the number,” or “here, use my phone, so you can make an appointment”).

How to Reduce Employee Stress

Q. I believe I manage my own stress on the job well and stay positive with the health habits I’ve established. However, my employees are really stressed. I hesitate to overwhelm the EAP by referring them all. What role can I play to support my employees and reduce their stress?

A. There are several ways stress can exhibit itself in the work setting. Most stress falls within three manifestations: daily strain, burnout, and disengagement. Each type of stress can benefit from different interventions. The EAP can consult with you on what role you might play in responding to any of them. Daily work strain responds best to health habits that mitigate stress, including diet, exercise, proper breaks, and stress management techniques that build resilience. In this regard, there is nothing improper in your sharing tips and successes you have experienced in managing stress. In fact, it is a good idea, because a positive attitude is contagious, and modeling is a powerful way to influence your team. Always encourage employees to use the EAP, individually and in group presentations, staff meetings, and the like. No matter how many employees contact the EAP, they will be accommodated.

Characteristics of a Fear-Based Workplace

Q. I saw the word “fear-based workplace” on a LinkedIn post. What does this mean, and how can I avoid unwittingly establishing such a problematic work environment for my employees?

A. An article from Bloomberg and NBC News went viral several years ago. Searching for “ten signs you work in a fear-based workplace” will show many links mentioning it. The article discusses toxic characteristics of an unhealthy work environment and more importantly, what makes for a healthy work environment. In fear-based workplaces, employees seek to satisfy management at the most superficial levels, such as working overtime just so they can be seen doing it. Gossip and warnings of “watch your back” are common. Distrust is common. The emphasis is on what’s expected today, not the successes of yesterday. There are overly strict policies for time off, vacations, and sick leave. Fear-based workplaces do not trust employees and seek to control communication using a strict top-down model. You won’t achieve good sharing of information in these types of organizations because information is secreted or hoarded. Employees become “survivors.” Fear-based workplaces destroy creativity because they restrict spontaneity. The key message in fear-based workplaces is: Be thankful you still have a job.

Promoting a Positive Workplace

Q. I know my role as a manager includes promoting a positive workplace and championing diversity. How can I understand this role better and know where to begin?

A. Get a lay of the land by taking time to observe the work environment for several weeks. Make it a conscious effort. This will produce insight and help you focus more specifically on how you might engage employees as time goes by. Discuss your observations with your own manager and even the EAP. You will discover that your best resource for demonstrating the value of diversity is you—that is, your modeling appropriate and validating behaviors. Observe employee interactions, lack of interaction, how employees group or isolate themselves, types of communication, body language, and social interactions. Consider reading the book “Cultural Competence for Public Managers.” The book is a rich source of information, ideas, and direction. The supervisor is a powerful agent for influencing change, and one person can make a difference.

EAP Can Help Maintain High Morale

Q. How can the EAP help me maintain high morale among my employees?

A. Maintaining high morale is like tending to a garden. There are many things that go into it, however, having a keen awareness of your behavior and its impact on employees is by far the most important thing. Why? Employees almost always blame poor morale on the one in charge. Some of the most common behavioral complaints voiced by employees include that a supervisor is exercising too much control, being a micromanager, having a lousy disposition (irritability), rejecting ideas from subordinates or not giving them a fair hearing, creating fear among employees, and playing favorites when giving out cushy assignments. There are many more examples, but almost always, the underlying cause of low morale is explained by the supervisor’s behaviors. The EAP can help you examine your supervision style and how to improve it. The promise is reduced stress and more job satisfaction for everyone, including you.

January 2016

What is Blue Monday?

Q. I read that January 25, 2016, will be the most depressing day of the year. Why is this true? Does it have any implications for supervisors in managing employees?

A. The specific date changes year to year, but the third Monday in January has been coined Blue Monday. There is nothing scientific about this day being the most depressing day of the year, but nevertheless it has a useful purpose, that being to help people become more aware of depression, its symptoms, and its treatability. The hope in promoting the day is to inspire those needing help to get it. The day was created by a researcher who pointed out that this day represents the gloomiest day because (in the northern hemisphere) it has minimal sunlight, plenty of cold and gloomy weather, and holiday bills coming due—all of those compounded by New Year’s resolutions that have been broken since January 1. The day is a good one for employees to be reminded that the EAP is available and for supervisors to be reminded they should consider referrals as needed.

How to Spot Supervisor Enabling Behaviors

Q. Most people think of enabling as protecting a worker by covering up for mistakes, loaning money, making excuses, and other classic examples. What other enabling behaviors do supervisors exhibit that may be more subtle? Also, what drives these enabling behaviors?

A. Most supervisors’ enabling behaviors serve one overriding purpose—to decrease the stress of the supervisor’s job by minimizing the perceived severity of the behavioral issues the employee exhibits. To show how veiled yet potent these enabling behaviors can be, consider the following: (1) downplaying inappropriate behavior; (2) ignoring red flags that signal there may be trouble; (3) being agreeable, accepting excuses, and not making waves; (4) minimizing a troubled employee’s problems when speaking with one’s superiors; (5) giving reassurances to employees when they come to discuss personal problems that signal a need for referral to the EAP; and (6) doing extra work to help out because of the employee’s inability to perform.

How to Hold Employees Accountable

Q. How can I do a better job of holding my employees accountable?

A. Most supervisors know that accountability includes having employees answer for their results. But it means a lot more. Accountability is not just an after-the-fact assignment of credit or blame. It is a workplace expectation in the forefront of everyone’s minds and ideal when it is part of the work culture. A culture of accountability is not difficult to establish, but you have to nurture it. It starts with defining accountability at the most basic level so that no employee is confused about his or her role in the organization or what it takes to do outstanding work. With this clarity, employees are compelled to reach for outstanding results and want the same from their coworkers. Think of it as a pull strategy rather than a push strategy for results. Meeting with employees to troubleshoot barriers to achievement propels them to accomplish more. Later, holding employees accountable with proper rewards or consequences completes the loop. Accountability can backfire when a foundation for it has not been laid so that employees resent accountability and supervisors are hesitant to assign it.

Supervisors Must Hold One Purpose

Q. I don’t want performance of my employees to suffer if a personal problem does not get resolved with help from the EAP. If I have ideas and advice to share that can help the employee, shouldn’t I play this role, offering advice or counsel to protect the bottom line?

A. A supervisor can be very knowledgeable about an employee’s personal problem, including how it originated, its historical progression, and perhaps where it will lead. It’s tempting to step in and offer your counsel, but pass information and knowledge to the EAP so your role as a supervisor does not become one of dual purpose—insisting on accountability, while also advocating tolerance and patience. When this happens, employees choose the role you will play, and it is predictably the latter one. This will lead to postponing important decisions crucial to maintaining workplace productivity, which will affect the bottom line. Talk to the EAP. The professional will consider your recommendations, and they are more apt to be followed.

Employees Have a Personality Clash

Q. How to do I get two employees whose personalities clash severely to get along? The EAP is great, but I think these two are beyond help. These employees have significant differences in their backgrounds, energy levels, values, attitudes, work styles, and more.

A. Despite the serious differences between your employees, it is not practical or possible to say all hope is lost. Realize that employees in severe conflict usually evolve to the point of impasse they are experiencing. The conflict may appear to be an instant phenomenon, but typically unacceptable behavior, sabotage, withholding information, territorial disputes, and complete unwillingness to sit down and iron out problems come with time. What fuels growth of this toxic relationship is a lack of consequences perceived by the warring parties for continuing their dispute. Indeed, managers often back off, tolerate the conflict, hope for the best, and only intermittently get involved during brief crises. Your first step is to meet with the EAP to discuss the problem privately. Then examine your commitment to making improvement of the working relationship nonnegotiable, plan the referral, and make decisions about how you will respond should a resolution not be forthcoming. Predictably, both employees would like to be in less pain. This reality offers strong assurance that the EAP will be able to help.