December 2019
Documenting Evidence of Drug Abuse
Q. When documenting evidence of reasonable suspicion of substance abuse, what should I be cautious about not omitting so my documentation is useful and effective?
A. Common omissions when creating documentation to support reasonable suspicion of substance abuse include failure to contrast behaviors witnessed with those normally observed. These other non-problematic behaviors show that what you have observed is not easily explained away by another cause. For example, if you witness an employee’s uncontrollable and inappropriate laughter—a possible indication of illicit drug use—be sure to describe how the employee’s mood and demeanor normally appear. Likewise, if an employee is behaving in a belligerent or aggressive manner, be sure to state that no provocation existed prior to the disturbing behavior, if indeed none was witnessed. These contrasts help make your documentation credible. In the latter example, the behavior documented is far less likely to be challenged and dismissed as a happy-go-lucky personality style.
The Ethics of EAP
Q. When an employee is referred to the EAP by a supervisor, if the employee truly believes they have no personal problem whatsoever, isn’t this the same as forcing the employee to participate? Isn’t this a problem for the EAP as a matter of ethics?
A. As a matter of policy, EAPs are voluntary and established to help employees address personal problems that may affect job performance, and they serve as helpful and appropriate mechanisms to assist supervisors in managing troubled employees. Within this framework, a supervisor referral based on job performance, even if an employee says they have no personal problems, does not conflict with ethics or the EAP’s core technology (fundamental principles of operation). The classic example is the alcoholic in denial who attends the EAP after referral for performance problems, but later is motivated to enter treatment based upon an assessment, motivational counseling, and evidence of the disease. Some employers may modify their policies to make participation in EAPs mandatory for certain infractions. However, even in such cases, referral is more akin to an accommodation with a disciplinary action held in abeyance, pending cooperation and follow-through with EAP recommendations.
Making an Informal Referral
Q. What is a common mistake supervisors make after informally referring an employee to the EAP for performance issues and urging them to attend?
A. The most common mistake is not formalizing the referral later if lasting changes in performance are not forthcoming. Some supervisors prefer to be less formal about urging troubled employees to participate in the EAP. This approach can be effective, and it is less confrontational, but it typically will not generate the same degree of urgency and cooperation as a formal referral process does. This can be a problem if a health condition exists that requires a strong commitment from the employee to treat it. For example, an employee with an attendance problem due to an undiagnosed gambling addiction may be less motivated to participate in every EAP recommendation to treat this difficult condition. Motivation and urgency, which are more likely with a formal supervisor referral, would be lacking. Loss of a valuable worker is a risk if the supervisor does not go the next step to formalize the EAP referral with continuing performance problems.
Supervisor Wants to be More Assertive
Q. My main problem as a supervisor is lack of assertiveness. I imagine conflict and hesitate to ask employees to do certain things, or I avoid raising issues I perceive will create conflict. I am very frustrated with myself and want to overcome this problem. What do you suggest?
A. The battle is half won with your desire to change. It appears that you are linking assertiveness with aggression. Doing so inhibits your ability to become assertive. Assertiveness is not aggression, which takes rights from others. Shift your focus to your right and responsibility to supervise, direct, and lead others because it is your job to do so. The EAP can work with you to master this supervisory skill. Every day is an opportunity to practice assertiveness, so give the following a shot: When you experience an opportunity to be assertive, mentally identify the justification. For example, tell yourself, “My job requires asking Jim to have all the statistics to me by Friday.” Later, make a note of how well you performed at being assertive, and how you’ll improve at the next opportunity. These steps of thinking, writing, reading, practicing, and evaluating will lead you to your goal.
EAP Cannot Always Change Behavior
Q. If performance problems return after an employee is referred to the EAP, should I assume the employee is still participating in the program if no phone call from the EA professional informs me otherwise? ?
A. Communication is key to successfully using the EAP and helping troubled workers. So make the call to find out whether your employee’s participation is still ongoing (assuming a consent form is still active), and discuss the performance issues. A number of possibilities exist: 1) Your employee could be fully participating, but still be having performance issues; 2) the employee may represent to the EAP that they are participating in its recommendations, but are not really doing so; 3) the employee may have withdrawn the release and abandoned EAP participation; and/or 4) the employee may be participating fully in recommendations, but withdrawn his or her contact with the EAP. Other possibilities also exist. The bottom line is that you get to decide how to respond to the performance issues because EAPs and EAP participation do not establish a roadblock that prevents supervisors from doing their jobs.
November 2019
Organizational Change Causing Chaos
Q. How can the EAP help me as a supervisor cope with significant organizational change that is causing great stress among employees right now? We may be losing staff, and the change we are experiencing is taking everyone by surprise.
A. Change isn’t easy, especially if it takes you by surprise, but the EAP can help you take change in stride, stay positive, see the benefits of change, and preserve a sense of teamwork among your staff. Change typically involves stages of resolution similar to those of grief. These include denial, resistance, acceptance, and finally, commitment. Anticipate the EAP helping you answer the question “How do I keep a positive outlook in the face of change?” This can be tough, but your organization relies on you to accomplish this. In this regard, never condemn organizational change outright to your staff. Avoid being labeled a malcontent. Do solicit your staff’s input and feelings, and make time for venting. Most organizational change is about cost savings and efficiency. This comes with pain for some, but the upside is security in the long run for the organization and positives that flow to employees generally.
My Employee Has Attendance Issues
Q. If my employee exhibits persistent attendance and conduct issues at work, should I document my observations and then attempt a formal referral, or is it better to speak with the EAP to prep myself a little better?
A. Although employee assistance programs educate supervisors to make formal referrals, phoning the EAP to consult prior to the constructive confrontation is a good idea. EAPs welcome phone calls or meetings to discuss management and referral of troubled employees. This can help ensure a more successful outcome. The EAP can consult with you on effective language for your documentation, role-play the meeting with your employee, help you avoid overlooking less-obvious but important performance issues, and assist the EAP in preparing for a more effective motivational interview when the employee arrives at the EAP. Remember, such meetings with you are confidential, just as they are with employees. Effective communication is always the key to EAP success and the increased likelihood of helping employees and reestablishing the value they original held in their position prior to their performance difficulties.
Dealing with Performance vs. Personal Issues
Q. Why does focusing on persistent performance issues as the criteria for formal EAP referrals result in more employees with behavioral or medical problems being seen by the EAP versus supervisors focusing on the symptoms of personal problems? This seems backward.
A. Consider the axiom “What causes a problem is one.” Typically, employees strive to keep personal problems invisible from employers. They do this in a variety of ways, including showing a positive disposition, covering for their symptoms, controlling the severity of those symptoms, blaming or externalizing, and denial. Although all of us have personal problems, many types of personal problems are chronic –¬ they get worse over time. As they get worse, the employer may not notice obvious symptoms such as frequent hangovers; however, tardiness may be easily visible and frequent. Although the employee may blame traffic or weather for tardiness, referral for frequent tardiness will be readily spotted by the EAP as a symptom of addictive disease if it exists. This example is the classic one for explaining the focus on performance rather than on hangovers as a criterion for referral.
Defining the Purpose of the EAP
Q. Which is the proper way to view an EAP from the supervisor’s perspective:
(a) as a counseling program to help employees resolve personal problems or
(b) as a performance improvement program?
A. If you chose “b,” you are correct. Because supervisors do not, cannot, and should not diagnose personal problems, they remain focused on performance, attendance, work quality, and workplace behavior. Likewise, this view of the EAP will result in more employees being identified as having some personal problem needing care, counseling, support, or treatment in order to resolve a performance issue. This answer may seem counterintuitive or ironic; however, it is important to remember that EAPs are not designed as counseling or therapy programs in the generally accepted definition of these terms. Likewise, employee assistance professionals (properly written as “EA professionals”) are not “counselors” or “therapists” as these terms are generally defined, although the EA professional’s skills and abilities may be similar. From the employee’s perspective, of course, EAPs are usually viewed as programs to help resolve personal problems.
Employee Completed Addiction Treatment
Q. I am excited about my employee’s upbeat attitude, positive outlook, and engaging communication style since being referred to the EAP for addiction treatment. How will I know whether he or she has relapsed?
A. Depending on the drug of abuse, relapse profiles can vary a great deal. For example, a heroin user may simply not show up to work or perhaps disappear for days at a time because of a relapse. An alcoholic employee may participate in behavior that leads to eventual relapse, which includes experimenting with controlled drinking for weeks or months. A sudden, out-of-control drinking bout then may precede phoning in sick. You may have no indication whatsoever that alcohol use is the cause of the absence. These behavioral patterns can be confusing to supervisors. To gain clarity, establish good communication with the EAP and expect regular reports on proper follow-through and EAP participation. This communication may not prevent relapse, but it typically prolongs the period of time after last use. This stretch increases the likelihood that relapse will not occur or, if it does, that it is brief and easily reestablished.
October 2019
Leading by Example
Q. I think I am a good role model for my employees because I am dedicated to the company, a good listener, a team-builder, and a problem solver. Does this cover the bases or is there more to being a good role model? Is there a checklist for self-evaluation?
A. Being a role model is leading by example. If you adopt this view of your role, it encompasses nearly everything employees can see you do or hear you say. There’s no perfection or checklist. Employees reflect on nearly everything you do, and all the implications for them. This is a natural process. If you don’t take vacations, employees will be self-conscious taking vacations. Some may even model this behavior. If you come in late, employees notice it. Some may feel more freedom to come in late, too, or not worry so much about it. This dynamic can be applied to hundreds of matters. Regarding your role in leading by example, most behaviors fall under these headings: 1) How you prioritize your work and where you put your focus; 2) your attitude and demeanor, and communication style; 3) taking care of yourself, work-life balance, dress, exercise, use of leave, and work hours; 4) dedication to the employer and loyalty to the organization; 5) How you treat and interact with others, vulnerability and openness, and how you show appreciation.
My Employee is Obsessed with Work
Q. My employee works overtime almost every day. This is an outstanding worker with high productivity. However, I think help from the EAP is needed because the work effort is too obsessive. This isn’t your typical employee with personal problems and poor performance. It’s the opposite. How do I proceed?
A. It’s indisputable that employees who work too much are not performing at their best, nor in the best interest of the organization. Although their productivity may be high, their well-being is in jeopardy, and this does not bode well for the organization’s most valuable resource, which is employees. For the same reason, one would not abuse a piece of machinery to get more productivity out of it, thereby shortening its lifespan and potential. Your employee’s performance is not outstanding in the true sense of this term, so do not label it as such. Instead, define what you mean by appropriate work on the job and how an employee can earn the top rating. Then expect it. Overworked employees cost too much in burnout, teamwork deterioration, and decline in effective relationships on the job. Something has to fall short, and it is likely found among these factors. Counsel your employee to make the changes, and refer the employee to the EAP based on his or her inability to follow through. There is something going on that explains the overwork. The EAP will discover what it is, and help the employee resolve it.
Self-Referral vs. Formal Referral
Q. I encouraged my employee to visit the EAP, strictly as a self-referral because of job problems and some personal problems. Can I ask him or her to sign a release so I can hear back from the EA professional to confirm things are getting “handled properly”?
A. If you have concerns about your employee’s performance and must have communication to feel assured about follow through in obtaining some sort of help, don’t push for a “self-referral” and a signed release. Instead, make a formal referral. The benefit of a formal referral is it helps you manage a troubled worker in his or her performance improvement. Some supervisors are hesitant about making formal referrals. They mistakenly believe that a formal referral to the EAP is categorically serious or punitive, or will create a record to negatively impact the employee’s job situation. EAP policies preclude these possibilities. An EAP formal referral is not disciplinary action and creates no special personnel record by itself, and its confidentiality provisions are no different than a self-referral.
When Domestic Abuse Comes to the Workplace
Q. The wife of one of my employees phoned to say he was threatening suicide in an argument over the weekend. But looking at him now, he appears perfectly fine to me. This sounds like a domestic dispute, and not my business. It also appears the crisis has passed. Should I refer her to the EAP and forget it?
A. Recommend the EAP to the spouse, but inform your boss or HR advisor about the call. Together decide how to proceed with regard to discussing the matter with your employee. This sort of phone call is rare, but it’s serious. Many employers have received similar phone calls from family members reporting domestic incidents. Be calm, but proceed as if the report is true. In other words, you’re responding responsibly out of an abundance of caution, because domestic disputes that become violent can spill into the workplace, placing employees at risk. Call the EAP and consult on this matter. Always team with your boss and advisors to determine next steps with incidents of this nature. Don’t go it alone.
Formal Communication as a Technique for Motivation
Q. Every supervisor wants to know more about how to excite employees and show appreciation without having to rely on a budget to do it. What are some of the most overlooked ways of showing appreciation, beyond saying “thank you”?
A. There are many resources and dozens of books on how to show appreciation to employees without financial support to do it. Saying “thank you” periodically is one way, but nothing beats a handwritten note for doing so. The three parts to the ideal thank-you are 1) writing the words “thank you” in the first sentence (e.g., Susan, I want to thank you for…), 2) saying you appreciate the action/work/effort and why, and 3) explaining the positive impact of the employee’s action on the organization. Of course, no technique should be overused, because its impact will lessen with repetition. However, in this digital age of texting and emailing, the psychological impact of a written thank-you from a boss is important. Few employees will not retain it or will fail to tell others.
September 2019
Does my Employee Have ADHD?
Q. My employee has a hard time paying attention and listening. He loses things, is easily distracted and restless, and worst of all, he interrupts people when they are talking. I am referring him to the EAP, but will they be able to diagnose this behavior? Maybe it is ADHD.
A. Make a formal referral to the EAP and request that a release be signed. The EAP may not be the final point of contact that identifies the nature of the problem. Depending on the assessment and after a referral, a doctor or other licensed clinician will make that determination. The EAP will consider issues that explain the behaviors you are seeing. Speak with the EAP prior to referring to the program. Discuss your observations and documentation. Too often supervisors miss this critical step, wherein details examined in a discussion could improve the outcome of an assessment later. Good communication will be important to help your employee maintain appropriate conduct and follow through with any counseling or treatment. Could this be adult ADHD? Possibly, but keep your focus on the issues that led to this referral when following up in the future.
Inquiries about Complaints Regarding harassment
Q. When supervisors inquire about complaints regarding harassment in a work unit, what are some of the classic mistakes they make that cause bigger problems later for organizations? It feels accusatory or at least somewhat awkward to mention the EAP as a source of support for a complainant.
A. A common mistake of supervisors investigating complaints of harassment is not working closely with their HR advisors or following instructions provided to them. Beyond these missteps, allowing one’s misconceptions about harassment to interfere with or influence an investigation can contribute to larger problems. An example includes suggesting, even slightly, that some responsibility lies with the victim of the harassment. Another is deciding or suggesting that the complaint is not that serious if a long delay exists between the date of the incident and its first report. Another is making a judgment that the incident is not serious, or making a statement about how serious it appears. Showing a lack of empathy or not appreciating that victims of harassment may feel powerless and traumatized are common blunders. Remember that victimized employees of any trauma can benefit from a confidential and empathetic listener. This role belongs to your EAP, so a supervisor’s suggestion to use the EAP is completely appropriate.
Personal Problems are Overwhelming My Employee. Is a Referral Appropriate?
Q. My employee has been coming to work late. I finally sat down to confront him. He opened up about the problems he is facing at home. He wants leave without pay (LWOP) for a week to deal with these problems. I don’t mind authorizing the leave, but should I ask him to visit the EAP too?
A. The seriousness of the attendance problems makes a formal referral to the EAP appropriate. Consider this as the first step. Discuss the attendance pattern with the EAP or share documentation to allow a more thorough assessment. The assessment could discover that the problems he has shared with you are not primary, but symptoms of larger issues that should be resolved before attendance issues will stop. Taking time off might be a needed accommodation recommended by the EAP, but maybe not. (Note that the EAP cannot tell you to approve or disapprove LWOP.) A release will allow the EAP to share essential basic information, without details, necessary for you to manage your employee’s productivity and attendance issues. On a side note, this scenario with your employee is a good example of how easy it can be to accept what you are hearing at face value from a troubled employee without knowing it will resolve the problem. Consider waiting to hear what the EAP recommends.
When there is a Relapse in Addiction Recovery
Q. My employee entered treatment after a positive drug test for an opioid. Things have been going well, but lately his attendance has been slipping. How many chances should we give someone like this if in fact he has relapsed? Nothing is spelled out in the policy.
A. Those in recovery for addictive diseases are prone to relapse like other illnesses. Still, most people react emotionally to drug relapse, including employers. There are important issues to consider with relapse—the impact on your organization, risk, productivity, and the value of your worker. Employers often fire workers who relapse because they fear they are enabling them, or are angry or feel taken advantage of. These reactions may not best serve the organization. Referring the employee back to the EAP is often the best choice. Some employers have referred a worker who relapses back to treatment numerous times, but with each incident have made the decision in the best interest of the organization. Most employees do not want to lose their job. Therefore, strong leverage exists to maintain close communication with the EAP and create a firm agreement with the employee so he or she can follow through with its recommendations. It is this close communication between all parties that ensures relapse does not recur.
Dysfunctional Communication Can Affect Entire Workplace
Q. My employee has mood swings that range from pleasant to very grumpy and argumentative. Everyone complains about it, but I have not gotten to the point of taking some job action. After all, we all have some personality quirks. How do I decide that it is time to make a referral?
A. Although no one’s perfect, be cautious about slowly adapting to dysfunctional communication and thereby promoting a poor work climate that interferes with productivity, adversely affects morale, causes turnover, and enables this behavior to grow worse. You aren’t ready for a formal referral to the EAP until you sit down with this person to give feedback, ask for changes, describe those changes clearly, and get a commitment from the employee. You should meet with the EAP and formulate an approach to this issue. Are you afraid of confronting this employee? Discuss that possibility with the employee assistance program because it could serve as a roadblock to what appears to be necessary change that would benefit everyone.
August 2019
Consequences of Not Dealing with Troubled Employee
Q. Poor job performance or unsatisfactory quality of work is obviously the number one issue with troubled employees. Beyond this, what is the most common problem among troubled employees, and how should supervisors respond?
A. The management research firm Center for Creative Leadership surveyed over 200 supervisors and discovered that the most common employee problem (other than poor job performance) is “inability to get along with others.” Conflict and friction between two employees are not uncommon, but beware of employees who (1) blame others for their problems, (2) make others feel guilty for not living up to their expectations, (3) show an inability to own “their half” of problems, (4) have little insight into their behavior, (5) view discussions about their behavior as personal attacks, and (6) are overly adept at making excuses. These behaviors in combination are unlikely to respond to a corrective interview with you. Making an early referral to the EAP along with well-written documentation is recommended. (If you need help with constructing effective documentation, consult with the EAP.)
Is it Boredom or Depression?
Q. Can I refer an employee to the EAP to help him or her deal with boredom? One of my best workers expressed loss of interest in the work and labeled it boredom. I know this is not a psychological problem, but can the EAP help address it?
A. Work with your employee to examine how the job can be structured in a way that rekindles interest. If you don’t see an immediate rally, suggest help from the EAP. Your employee’s boredom could be linked to depression. Depression costs business and industry about $44 billion a year, according to the American Psychiatric Association. There are other symptoms of depression visible to others in the workplace. Do you see any? They include withdrawing from the team, isolating oneself, being indifferent, putting things off, missing deadlines, seeming absent-minded, procrastinating, being late to work, and more. All are quantifiable performance measures. Your employee may not go to the EAP, so be prepared down the road to consider a formal referral as needed. Note that the problem of boredom is a good example of how something that appears minor could be a symptom of a serious condition.
What to Expect After an EAP Referral
Q. I referred my employee to the EAP this morning because of his attendance issues. When he comes back to the office this afternoon, should I meet with him again? Or should I assume everything is fine, wait for the EAP to confirm his attendance, or discuss with him the expectations going forward?
A. If your employee went to the EAP and you previously had contact with the program in arranging the referral, you should get confirmation of participation if a release was signed. Regardless, meet with your employee and discuss the essential duties of his position, the reasons for the referral, and your expectations for his attendance. Doing so will increase the likelihood of having fewer or no more attendance problems. Then meet a few times over the ensuing weeks and months. This will further reinforce his need to follow through both with the EAP’s recommendations and with his commitment to a predictable attendance schedule. Lack of accountability and supervisor follow-up demotivates employees, causing their commitment to change to erode. The time you invest in reminding him and praising his return to proper performance standards will be well worth it.
My Employee's Adverse Complaining is Affecting Productivity
Q. Can I direct an employee to stop complaining about problems to coworkers, which damages morale, and instead bring these complaints directly to me? And [can I] then hold [him] accountable?
A. If complaining adversely affects the work climate and productivity, then it is reasonable to ask your employee to come to you instead of complaining openly. You’ll discover in your career that there are employees who like to “stir the pot,” or, more accurately, they enjoy having others listen to their analysis and diagnosis of the work unit’s problems. Ditto with the organization’s or supervisor’s competence. Much complaining is motivated simply by a desire to engage and socialize with coworkers. These complaints tend to act as icebreakers in conversations. It is easier to discuss a complaint or issue or open with a common concern than it is to offer an observation about the nice weather. This then becomes a habit of communication among employees. If needed, encourage the employee to visit the EAP, where he or she will find listening ears, and you can count on the discussion being one that helps the employee and supports the organization.
Employer Cost of Mental Health Problems
Q. I may be old school in my thinking, but I think an employee’s mental health is none of the employer’s business. Still, I see a lot of articles in recent years about mental wellness in the workplace. What is the business case for so much attention to this subject? What can one supervisor do?
A. Employers pay high costs for mental health problems. On the low side, it’s about $70 billion a year. Absenteeism, reduced productivity, and increased health care are the three big cost areas. If employers can influence mental wellness in ways that reduce these exposures, they can improve productivity and have a healthier bottom line. So mental wellness is not about intrusiveness in employees’ lives but about creating work environments that have a positive impact on wellness. As a supervisor, you have significant influence on promoting mental wellness. Here are three examples. (1) Don’t praise the employee who comes in early and stays late. This practice eventually erodes productivity and leads to burnout. (2) Encourage or insist that employees take regular vacations to recharge and refresh. (3) Don’t expect employees to answer the phone, email, or engage in work around the clock. (4) Be a model for these behaviors yourself.
July 2019
Annual Reviews Invoke Strong Feelings
Q. There is usually a lot of tension when I conduct annual reviews. If employees are surprised by the results or if their scores are less than they imagined they would be, I often face hostility and anger. How can I reduce this tension?
A. Follow the performance review process of your organization, but make the effort to increase communication. Meet with your employees at the beginning of the year and discuss with them what they would like to achieve in the coming year, along with other measures of performance consistent with the goals of your work unit and the organization as a whole. These goals should be achievable and measurable and include defined criteria for outstanding performance and lesser achievement. Meet several times during the year and coach employees toward success. Ask employees each time, during these meetings, how they would grade themselves against the performance criteria they set. At year’s end, you should see far less angst at performance review time, more satisfied workers, and higher levels of achievement that benefit the organization.
When Your Employee Fails Opioid Addiction Treatment
Q. My employee went into treatment after he was informally referred to the EAP for attendance problems. He has a severe opioid addiction. He left treatment against medical advice after about a week, but he still seems to be doing well. I worry that this won’t last. What should I do?
A. Meet with the EAP to discuss your role in monitoring your employee’s performance and also learn about the symptoms of a relapse related to opioid addiction that may exhibit themselves at work. Although the EAP will not share confidential information, you can discuss signs and symptoms of relapse that you can document later, if needed. Absenteeism is the original problem you spotted, but others may include poor coordination, drowsiness, nausea, and slurred speech. In this situation, the chances of relapse are high since he displays a lack of motivation for treatment. If your employee left against medical advice, then it is unlikely that he is being followed by a medical doctor or taking prescribed medication. Talk with your HR advisor about your organization’s fitness-for-duty policy. He or she can advise you on if and when it is appropriate to take advantage of it.
Employee is in Alcohol Rehab
Q. Upon discharge from an alcoholism treatment program, my employee was allowed to come to work late twice per week, and to have extended lunches twice per week. I’m worried. What if coworkers are confused and ask questions since attendance issues were what led him into treatment?.
A. It is more than likely that your employee is participating in certain Alcoholics Anonymous meetings that are not available after hours. You can’t discuss the employee’s health issues, but the reason for your employee’s absence is unlikely to remain secret for long, because he will share this information with coworkers. This is part of the normal recovery experience. The EAP and aftercare program he attends see sharing one’s diagnosis and responding to inquiries by others as opportunities to practice acceptance of the diagnosis as a recovering person. Acknowledging being in recovery is considered a positive thing, not something for which to feel shame. In this scenario it is appropriate to refer inquiries from others to your employee; however, you are unlikely to get any.
How to Increase Positive Interactions with Employees
Q. I want to be a firm supervisor when necessary as well as a nice guy my employees admire. I think most supervisors feel the same way, but I find myself correcting employees more often than I praise them. How can I increase my positive interactions?
A. Establish communication habits to use daily with employees that help you improve your interactions and grow your reputation with them. When approaching an employee for any reason, lead with something positive so they do not learn to associate your presence with correcting performance, a negative interaction, or other painful exchange. Ask employees for their solutions to problems, and treat them like pros, regardless of the position they hold. Intentionally interact with your employees when things are going well—get out of your office so you aren’t seen as a one-person fire department only interacting when problems arise or things go badly. Participate in small talk; use these moments to learn about your employees’ needs. Praise and be in awe of their past achievements, not just the ones you witness on the job. Finally, look for roadblocks to their success. Pay attention to what is impeding performance, and find small ways to make their lives more comfortable.
Can the EAP Help Supervisor be More Optimistic?
Q. I read that great leaders are eternal optimists, along with many other traits. I would like to be more optimistic in my leadership style. However, am I able to change my outlook with help from the EAP? I realize how powerful this can be for employees, so I am open to whatever it takes.
A. Yes, you can learn to be optimistic. It starts with understanding the value of optimism for your work unit. Optimistic leaders exude positive energy because their attitude is one of hope and confidence about the work unit’s direction and success of its goals. The good news is that optimism is a habit of thinking, acquired by changing a few beliefs, practicing new skills, and seeing the results from doing so. For example, you can learn the habit of challenging negative thoughts. You can also learn how to focus more on the solution to a problem than on the negative ramifications of it. And you can act and behave optimistically—even if you don’t feel like it—and then observe the positive results for yourself and others. These exercises and more will, over time, flip the switch to help you practice a more optimistic leadership style. Read about optimism, discuss your goal with the EAP, journal your results, and watch the positive effects on those you lead.
June 2019
Long-term Employee Productivity Motivators
Q. Everyone seems to know that money is not the best long-term motivator of employee productivity in the workplace. What is?
A. It is usually the case that factors reinforce each other or compound their influence to motivate workers. In other words, no single motivational factor alone is likely to work in isolation very long. Research consistently points to having a good manager, feeling like one is making a difference, doing something good for others, and personal growth opportunities as strong influencers, but the factor that is consistently highest is peer motivation or influence. Having a positive workplace with opportunities that incorporate peer influence in shaping motivation can yield good results in maximizing performance. But be cautious; allowing this motivational factor to become part of your work culture without considering all the other important factors that influence motivation will yield poor returns.
Employee is Habitually Late to Work
Q. My employee is late to work quite often, but I am helping him with ideas and suggestions, hoping to put an end to this practice. I know that lateness can be caused by personal problems, so how long should I offer this help before making a referral to the EAP?
A. Make a referral to the EAP now. Presumably you had urged your employee to come to work on time before you started offering tips. So, it is time for your employee to use the available resources. You can still offer tips for getting to work on time, and there is nothing wrong with doing so. However, recommending the EAP now and then making a formal referral later if needed is the fastest route to resolving this problem. Chronic attendance problems are often associated with lack of enthusiasm, not severe personal problems. And it is the EAP that can most quickly identify either of these issues.
Brand New Supervisor Needs Help
Q. I am a new supervisor for the first time ever. I am not well-versed in the subject of “supervisory skills.” Can you recommend important tips I should follow? I do not have time to read a bunch of books.
A. Here are a few tips to get you started, but they are not a substitute for more education. Be sure you know what your job entails and the performance expectations your manager and her/his manager have for you. Ask for a week to shadow a seasoned supervisor who is in good standing with your organization. This will allow you to model priorities, communication, and leadership style. Think about who can mentor you later when the going gets tough. Take time now to read company policies, the handbook, and the performance review system so later you are not caught off guard by violations, either employees’ or your own. Use the Employee Assistance Program when conflicts arise and you need a listening ear or input. Your relationship with the EAP will also be confidential, like it is for any employee. Know who and where the experts in your organization are located, and create an easily accessible list of these individuals.
New Employee Not Fitting In
Q. Can the EAP work with an employee who is having trouble as a proper “work culture fit” in our organization? Although hired with great expectations, things aren’t working out so well. We believe this employee will eventually leave because of not being in tune with our workplace values and style of work.
A. Employers are often concerned about work culture fit in hiring. There is a good rationale for desiring employees whose temperament complements that of the organization. However, when cultural fit does not appear after hire, working with the EAP may help discover whether issues of concern are symptoms of treatable conditions resolvable with counseling or coaching. Culture fit in many organizations is not well defined, and it can be a reason for loss of valuable talent. Many job interviews help identify employees who are adaptable, articulate, and able to persevere or show high energy, confidence, and passion for the products or services offered by the organization. If evidence of these attributes diminishes later, could an underlying problem exist that the EAP can help resolve? An assessment is the way to find out. Turnover is costly and disruptive, so it is a smart move to discuss your employee’s performance issues and hope for an equitable solution that prevents loss of the worker.
Why do Supervisors Need “Psychological Safety” in the Workplace?
Q. Why is it important for supervisors to understand “psychological safety” in the workplace? Is this just a passing fad? Isn’t it a new burden for supervisors and a way of taking too much care of employees when it comes to their happiness and well-being?
A. A psychologically safe workplace is another way to describe a work climate that encourages employees to be vulnerable and authentic, present their talents and abilities, and do so without fear of disapproval from managers or peers. There is a business case for psychological safety in the workplace as a tool that produces a positive influence on the bottom line. From a supervisory perspective, one key practice in promoting a psychologically safe workplace is to continually notice what appears to inhibit employees from sharing their ideas, notions, and concepts for improvement and change regarding products, services, and systems. This could be almost any tangible or intangible obstacle, from physical barriers in an office to employee meetings and coworker behaviors that discourage creative expression. It can also be your own lack of modeling risk-taking behaviors or failure to make psychological safety a tradition in your work unit that is continually reinforced by what you say and do.
May 2019
Highly Valued Employee Has Behavioral Issues
Q. I have an employee with behavioral issues. I have not made a formal EAP referral because I fear he will quit if I do. He can go anywhere, and I can’t afford to lose him. Employees sometimes complain about his behavior and attitude, but I can see they have also adapted. Should I still take some action?
A. Consult with the EAP to change this status quo. Left unchanged, you risk an eventual crisis or disruptive event from this situation growing worse. Effects on coworkers and yourself are likely far reaching. This troubled employee has lost the trust of his peers, and this adversely affects workplace communication. Reduced cooperation negatively affects innovation, outputs, outcomes, and productivity. Teams also make suboptimum decisions when they are not working well together. Your performance is also affected because your leadership will be devalued by your subordinates for your failure to act. Trust in your abilities erodes. Rumors spread. And your reputation suffers with upper management. To cope, you may begin thinking about quitting, thereby harming your career. Likewise, you are likely to lose income opportunities because of management deciding that you can’t lead properly. The EAP is your first stop for help in developing a referral plan.
Employee with Cocaine Addiction Seems to Want Help
Q. I am referring my employee to the EAP. He is very cooperative and anxious to see the EA professional. I am impressed that he is so open about his problems with cocaine. With such motivation, should I still send documentation about his performance issues?
A. Yes, pass along information related to job performance to the EAP. Your employee should also possess the same information. Also, phone the EAP to discuss the referral, if practical, because there are typically nuances associated with any troubled employee’s communication and relationship style that are easier to understand when discussed. Note that employees with illicit drug addiction problems survive by lying and manipulation. It is part of the lifestyle. Your employee may be sincere; however, addicts are fearful of giving up drug use, and statements or behaviors that appear sincere are frequently deceptions. Your employee may only be planning the next step of evading treatment. All of this is quite normal, and the addiction treatment community is aware of these behaviors. Treatment can work, even for the most deceptive addict, because a combination of unabated real-life consequences and accurate information about addiction treatment and recovery combine to produce an individual truly dedicated to recovery and sobriety.
When an Employee Has Special Needs
Q. We have an employee who is on the autism spectrum. He’s a great worker and we have accommodated some of his needs, like ensuring that the office has less noise and no fluorescent light. Is the EAP able to address the needs of special workers like this person, who may have mental health counseling needs like other employees?
A. EAPs are able to work with any employee referred to them by self- or supervisor referral and will seek ways to communicate and engage so a client’s needs are met in the EAP interview. EAPs do not claim to have specialized knowledge about every problem brought to them. However, using the EAP as a starting point offers tremendous advantages no matter what the problem might be. These include: 1) a free and confidential interview by a professionally trained listener who is committed to impartiality in the next step of treatment or resource referral; 2) an experienced person with expert knowledge about community and counseling resources; 3) a professional who is willing to expend the effort, no matter how rigorous, in locating the proper referral source; and 4) follow-ups to ensure the proper help was received and any roadblocks are overcome in the EAP client successfully engaging with that help.
How Personal is TOO Personal?
Q. Is it helpful for supervisors to discuss their personal problems with subordinates as a way of appearing more “human” and building rapport? The idea seems sound because showing oneself to be vulnerable allows employees to feel more at ease, right?
A. Management and supervisory skill development authors have debated the merits of supervisors sharing personal information with subordinates, and in particular, information related to personal problems or shortcomings. Employees may feel more at ease with such supervisors, but research does not show this translates to increased productivity. In fact, participating in this type of relationship can undermine the employment dynamic, which naturally includes a healthy sense of urgency to focus on one’s essential job functions with due regard to the manager to whom one is accountable. When supervisors have personal problems, the best source of support and focused help is, of course, the EAP. Build rapport with employees by identifying needs, developing their talents, and helping them find meaning in their jobs. www.sciencedirect.com [keywords search: "self-disclosing weaknesses"]
Tips for a New Supervisor
Q. I am a new supervisor. I have never had training, and I can tell that this new position will be me learning everything the hard way. I bought a few books and I found some courses online, but what will be the most likely mistakes I will make? If I know what they are, perhaps I will make fewer.
A. Most managers learn by doing and by the mistakes they make. But there are important things to remember: 1) Keep employees informed, let them know what the intentions are for the work unit, and do what you say you are going to do; 2) Keep information flowing. Workplace communication is the number one complaint of employees and managers alike. You can’t overstate its importance; 3) Put more time into knowing and engaging with your employees than remaining busy in your office; 4) Use your expertise to solve group problems, not to show how much you know. Develop your employees as the experts; 5) Don’t seek acceptance by becoming friends with employees but by having effective workplace relationships; 6) Learn the art of feedback and timely praise and how to make it meaningful, and create change with it; and 7) Consult with mentors on any of the above, and use the EAP when the going gets tough.
April 2019
Knowing When Something is Wrong
Q. I don’t want to ignore my gut if I think an employee is struggling with a serious personal problem. I know I can’t probe, diagnose, or cross boundaries, but what compromise can be made so I don’t ignore signals of what might be a significant unaddressed need?
A. Supervisors may naturally come to know their employees quite well as they discover their work goals, ambitions, personality styles, and whatever personal information they choose to share about their lives. It follows that the same supervisors will notice when things are not quite right. It is then appropriate to ask—and supervisors should ask—how employees are doing. These meaningful conversations with supervisors may lead to employees getting help for personal problems. Seeing an employee at his or her desk all day, not interacting with others, should concern you if it is uncharacteristic. Showing concern could lead to the discovery of a serious matter and referral to the EAP. Domestic abuse issues are sometimes spotted this way.
Gossip in the Workplace
Q. I think most companies suffer with gossip and backbiting in the workplace, and few are completely successful at eliminating this problem. I am certain it erodes morale. What can supervisors do to effect change in this area?
A. Organizational psychologist Glenn D. Rolfsen, Ph.D., discovered through working with over 200 companies that gossip and backbiting are indeed stubborn problems. And he documented that eliminating these problems will increase productivity, reduce absenteeism, and improve morale. The tactic he discovered, after failing in other attempts, was to change behavior associated with gossip, which helped employees acquire new habits of personal awareness to change the behavior. Beyond being personally aware, he calls this “new consciousness.” He did three things that produced the result he wanted. One was to educate employees about gossip’s toxic effects, and two was to get everyone to sign a commitment to eliminating it. Third, and perhaps the most important, he discovered a way to keep that goal in front of everyone effectively to achieve “top of mind awareness.” It worked. See his TEDx presentation on this achievement and consider what may fit with your situation. Ask the EAP to team with you on projects to improve morale and develop a positive workplace. Source: YouTube.com (search for “Glenn D. Rolfsen, TEDxOslo”)
Employees' Odd Behavior Concerns Co-Workers
Q. My employee thinks he is being followed by “foreign agents.” He brought a video to work to prove it, but no one could see anything unusual in it. Some employees are scared he could be violent. He’s been a great worker, with five years of service. What is this? What should I do?
A. What underlies the behavior with your employee can’t be determined without an evaluation, but one possibility is a mental disorder that causes delusions (beliefs that are not true). Consult with your HR advisor regarding whether a fitness for duty evaluation is appropriate. Referral for a fitness for duty would be based on behavior and its effect on the work situation. You will need clear documentation linked to job performance, effect on coworkers, and/or disruption of the work environment. Note that some medical-behavioral illnesses such as schizophrenia typical emerge in young adulthood, which would explain why there were few or no symptoms five years ago. HR may wish to coordinate with the EAP, so both should be consulted. EAPs are familiar with resources to support the needs of your employee. Unusual behavior caused by unmanaged schizophrenia can be upsetting to observers, but violence is rare. Still, the chronic nature of many illnesses means it is prudent to avoid delay.
When Tragedy Strikes in the Workplace
Q. We had an employee experience a major heart attack. It was dramatic and frightening, but the hard part for me was the next day. As the boss, I was unsure what action to take other than responding like everyone else to the shock and processing it. What should a manager do?
A. When tragedies like the one you describe strike the workplace, the immediate response is usually obvious—engaging first responders and immediate needs. Days later, supervisors wonder, “What’s my role in helping everyone? What do I say? How do I act?” You will make a huge impact on employees with the simplest things: being more available, being empathetic, engaging the EAP, modeling your own need to process and share feelings, being a good communicator, making it easier for others to spend time discussing or processing their reactions, finding ways to lighten the load, and being flexible with work demands. You will be surprised how employees will thank you later. You may think to yourself, “Wow, I didn’t do much.” But in fact, you really did all that was needed. Supervisors represent the organization, and tragic events are always remembered in terms of how “the organization responded.” That’s you.
Employee Complaints About Supervisors
Q. I’ve read that the biggest complaint employees have about supervisors is lack of communication—that supervisors are inconsistent with rules or don’t praise workers enough. So, let’s hear what most bosses are doing right, or at least what is complained about the least.
A. In one study of over 2,000 employees surveyed about complaints regarding their boss, one of the least-mentioned complaints was sexism. It appeared as No. 49 on the list, just above “bores people with vacation photos.” So, on this front, sexism in the workplace on the part of supervisors appears to be less frequent than many people may believe, or perhaps awareness in the media has had a major impact in reducing it. On the other hand, one common and significant complaint that appeared to be overlooked by the survey was “being called by my supervisor when not at work.” This complaint appeared in many variations: being called on vacation, on weekends, after hours, etc.
March 2019
How to Encourage Employees to Use the EAP
Q. The EAP came to our office to provide a refresher orientation and offer stress management tips. I encouraged employees to use the program, of course. However, what two or three things should supervisors generally say about the EAP to encourage its use?
A. Emphasizing the confidential nature of an EAP is the most important thing supervisors can say. Don’t get bogged down in the nuances of confidentiality laws or try to offer explanations about the few extraordinary legal exceptions all confidentiality laws share. The EAP’s brochure, a required statement of informed consent, and/or the EA professional can address these issues as and when needed. Employees worry about coworkers and managers discovering the nature of their personal problem or about effects on their job security, reputation, or promotional opportunities if they use the program. Offer reassurance and say the EAP will not be phoning you to ever share the nature of an employee’s personal problems or concerns. Also emphasize that no problem is off-limits. EAPs have no “problem exclusions.” Sometimes, an employee will dismiss the EAP as a resource because they believe their unique problem is not appropriate to bring to the EAP.
Purposeful Leadership
Q. What is “purposeful leadership” and is it something that can help me in my job?
A. “Purposeful leadership” is a model of supervisor/management behavior that has recently gained traction in literature and research. Its focus is on manager behaviors that best help lower turnover, create happier employees, permit more job satisfaction, and produce a more engaged workforce. Research shows that supervisors personally grow to influence these outcomes by becoming leaders who employees want to follow. This goal is accomplished by examining personal ethics, being a role model, communicating well, being dedicated to self-growth, and learning to genuinely inspire employees with a unifying goal for the work unit that they can’t help but covet. The EAP can help you get there. Grab a copy of the book Purposeful Leadership for a Total Engagement Culture: Master the Six Most Important Leadership Habits in Six Months, by Michael J Pearsall. Do an honest self-assessment and work with the EAP to see how you can elevate and improve upon skills you’ll discover in this landmark contribution to management science.
Drugs in the Workplace
Q. Is it common for drug dealing to take place on the job? I imagine that this is the last place anyone would think of selling drugs. Getting caught would mean termination and getting arrested.
A. Those selling illicit drugs are, sadly, also involved in a criminal enterprise to do it. They go to where the customers are, establish trust, seek out convenience, rely on word-of-mouth marketing, and have easy access to repeat buyers. Between the street and the workplace, what location would possess these advantages? The answer is within the walls of a business. On the street, risk of arrest is more likely, undercover police are ever present, less convenience exists for the criminal dealer, reporting by passersby is near certain, and getting robbed or killed is more likely. Although any business is vulnerable to drug dealing in the workplace, some organizations are more likely to experience this problem. For example, over 50% of marijuana users are under 40; 70% are male. If your organization has these demographic parameters in large numbers, the possibility of drug dealing on the job would naturally be higher.
Feasibility of Repeat Referrals
Q. Is there a limit to the number of times a supervisor can refer an employee to the EAP for the same performance problems that may be affected by the employee’s personal problems? And at what point would repeatedly sending an employee to the EAP be considered enabling?
A. EAPs do not place a limit on the number of times a supervisor can refer an employee to the program either for the same reason or an entirely different one. Ultimately, the manager or the manager in consultation with his or her advisors must determine what value is forthcoming from referring an employee to the EAP. If referring to the EAP reestablishes the productivity of the worker, make your decision based upon this outcome. If inconvenience, loss of productivity, and sacrifice of management time are judged to be too burdensome, then repeatedly referring the same employee to the EAP as a way of managing performance problems needs to be examined. By one definition, sacrificing the well-being of the organization for the sake of the worker without seeing change would be a form of enabling.
Chance of Success with Manipulative Employee?
Q. We just referred an employee to the EAP for performance issues related to alcohol use, and he went into treatment. I’m thankful, but his history is one of being a real manipulator. I fear nothing will change. With this history, do you think I will be proven right?
A. Nearly all EAPs can recount incidents of recalcitrant employees who achieved long-term sobriety and became near evangelists for the EAP, the company, and recovery from addiction. So, it is impossible to say how well your employee will do. Why do some employees succeed and others don’t? Certainly a part of the answer lies in effective treatment, which includes working with family members, who without help can unwittingly undermine treatment. Most success stories seem to include a dramatic shift to understanding addiction as a chronic disease process that requires rigorous self-management using a program of recovery. This includes unyielding avoidance of activities that will sabotage it. Lacking these things, relapse is more predictable. When relapse occurs, it nearly always involves neglect of elements of successful recovery.
February 2019
Employee Feels Bullied By Supervisor
Q. My employee complained to me that his supervisor was harassing and bullying him. I didn’t take action, because I felt the first step was to have him confront his supervisor. I am ready to step in, but isn’t this inappropriate until he has tried to resolve the issue with his supervisor first?!
A. In years gone by, your approach may have been commonly recommended. However, in today’s world of work, not taking action after being informed of offensive and hostile behavior is usually viewed by courts as a failure to act and negligence. Likewise, procrastination or putting off investigating the matter can be seen as apathy. Your good intentions are not given much weight. This is why sexual harassment policies support employees going to the next level of management when lodging complaints. It’s better to ask, “How do I act now in order to get a fast, fair resolution regarding this incident?” Think speed and responsiveness. Is there a role for the EAP? Yes. The employee should be offered support. Do not think that suggesting the EAP is tantamount to accusing the employee of being the one at fault. EAPs reduce risk in business organizations, and helping employees manage any sort of emotionally upsetting incident is one way they do it.
Praise as a Way of Motivating Workers
Q. I’m good at praising employees. What else is there to know about praise as a way of motivating workers?
A. The positive effects from praising employees can be underestimated, but it can wear thin if it is not sincere. A form of praise less often used, yet highly effective, is praise in advance. Call it “pre-praise.” When handing off or delegating assignments to employees, praise them at the start. Example: “Sherrie, with your past success at handling design crews, I’d like you to organize staff and manage the Jones account. I know we’ll be proud of whatever you decide to do.” This pre-praise, when sincere and heartfelt, not only inspires employees, but also motivates them to do their best work. You will improve your relationships with them, boost performance, and have them feeling more engaged. Be sincere. Just going through the motions, and not appearing genuine, will cause the approach to fall flat.
My Employee has Explosive Rage
Q. My employee is quick to get angry. It’s scary. It includes getting red in the face and shaking, even when playing cards on lunch break. Some coworkers think this is funny. Frankly, I am a little nervous. If he had a personal crisis, could he “go off”? Should I be concerned?
A. You have enough information to document this situation and be rightfully concerned about it. Consult with the EAP and discuss an interview approach that will support a successful constructive confrontation and EAP referral. The EAP will role-play with you the best approach. Be sure to talk to your employee in private. You don’t have to wait until the next incident, but it will be helpful to have clear examples of the behavior that is concerning, its impact on others and work productivity, and what you would like changed. Certainly don’t ignore the next opportunity. Your employee likely has keen awareness of his explosive style because others outside of work have either remarked about it or been victims of it. Coworkers should be discouraged from finding this behavior as a source of entertainment, including taunting the worker. Employees with explosive rage can act with violence while feeling detached from their ability to control their behavior.
Supervisor Wants to Change From Cranky to Pleasant
Q. No one wants a cranky supervisor. Sometimes my mood is not the most pleasant. Are there any tricks or techniques for improving my mood so I can enjoy work more and engage with employees more effectively?
A. There are techniques for changing your mood. A frequent need to improve your mood could be a sign of depression or another medical condition. In this case, visit the EAP for an assessment to see whether there are other steps worth considering. Quick tips: 1) Exercise regularly. It will influence your mood to keep it more positive. 2) Feel an undesirable mood coming on? Go for a short “exercise snack,” a 10-to-15-minute walk outside or in a new environment. 3) Sit quietly, and for five minutes, imagine some activity you experience great pleasure in doing, such as fishing, gardening, hiking, or playing with grandchildren. This will influence a more positive mood, and it helps you keep life in perspective. Moods are related to subtle negative “self-talk.” The mood can change as you change this inner voice script. You will notice an improved effect with practice. Visit with the EAP if you remain concerned about the need to alter your mood, chronic feelings of irritability, or a communication style that does not facilitate a positive relationship with your employees.
Is Employee Using EAP to Avoid Disciplinary Action?
Q. I intended to give my employee a disciplinary action for chronic absenteeism. He’s been gone several days. When he showed up, he said he had just come from the EAP, where he signed a release. I feel a bit manipulated. Should I hold off on discipline or follow through?
A. It is a positive development that your employee decided to participate in the EAP, but whether to dispense a disciplinary action is a decision to be considered in consultation with your management advisors. The planned disciplinary action may have motivated the worker to act. Do you feel the disciplinary action is no longer fitting? Do you fear it will now undermine motivation to participate in the EAP? Should you base your decision on what’s best for the organization? Is the message disciplinary action sends the critical thing? Every organization answers these questions differently. This situation is not uncommon, and it illustrates both the success and the influence of the EAP dynamic in organizations to attract, perhaps at the last moment, the most troubled workers. Sometimes, this is what an EAP success story looks like.
January 2019
Rapid Rise Leaves Supervisor Nervous
Q. I have moved up rapidly in my career and fear that I am not prepared for so much responsibility so quickly. I should be, but it does not feel that way. My big worry is being at a meeting and senior management suddenly realizing I am not qualified for this job!
A. Your fears may be normal in the face of a rapid rise in your career. Many people with fears similar to yours have discovered nothing came of them despite the anxiety they often felt. The collection of symptoms you describe is sometimes called “impostor syndrome.” Don’t panic. Talk to the EAP, and allow professionals there to guide you in gaining relief. Be prepared to share more about your concerns, career path, supervisor relationship, and specific fears. Impostor syndrome is an internal sense of fear, not based on reality. The impostor syndrome can be exacerbated by a difficult relationship with the boss or peers, or by a true shortage of skills, but rarely by the inability to perform the job or rapidly learn it.
Grief Leadership After the Suicide of a Team Member
Q. An employee took her own life a few weeks ago. Everyone was in total shock. There was no warning, yet many of us believe some clue could have been missed. The EAP was great, met with us, and offered guidance. Is there anything left for me to do this many days later?
A. The death of a coworker is always a shock, and it’s worse when it is unexpected. “Grief leadership” describes the manager’s role or that of anyone who leads with organizing, communicating, memorializing the employee, interacting with the family, and dealing with logistics of the deceased’s personal effects. Every employee is different in how he or she will manage grief, and none of it is predictable. Be direct, and let employees know you recognize this fact, and encourage them to use the EAP, at any time. Listen for complaints of sleeplessness, diminished appetite, and intrusive thoughts about the deceased. Allow some freedom for employees to gather and process the deceased when you see these groups spontaneously appear. No matter what, you are a role model to your employees. They are highly cognizant of how you act and respond to an incident of this nature. What you do and say will be remembered and will influence how they decide to cope with the loss.
Employee Lapsed After Eight Years of Alcohol Abstinence
Q. Well it happened—my employee relapsed New Year’s eve. He was abstinent from alcohol use for eight years after almost getting fired. His work performance is outstanding. The word is that he is “back on his recovery program.” Should I leave this alone or talk to him?
A. Meet with your employee. You already have a history of referral to the EAP and post-treatment management of his performance. Of course, you will not be able to determine the accuracy of anything he says regarding reestablishing an effective recovery program, or even regarding his abstinence. Only a professional can do that. However, you can recommend strongly that he visit the EAP as a self-referral so the program can help him reestablish such an effort. Relapses happen. They are nothing to panic about, but the sooner you have a discussion like the one you will hopefully have, the faster he will join the recovery program and the more successful he will be at sticking with it.
Importance of Emotional Intelligence in the Workplace
Q. I know about emotional intelligence, and its importance in workplace communication and in maintaining productive relationships, but how do I know if I have issues or gaps in this soft skill? Is there a test? Can the EAP help improve my EI?
A. There are many resources online that discuss emotional intelligence, test it, and promote various resources for improving it. A simple quiz and discussion about emotional intelligence for supervisors is found at the resource links below. One is in the Harvard Business Review, and the other is from Workforce Magazine. Use the information to test your emotional intelligence and learn how to improve it. Your desire to know more about your emotional intelligence shows your appreciation for self-awareness. Self-awareness is the most important skill to consider when examining emotional intelligence. If your EQ test points to areas where you think you need help, bring this information to the EAP for a discussion.
Sources: www.hbr.org/2015/06/quiz-yourself-do-you-lead-with-emotional-intelligence. You will find a good discussion about how supervisors can improve emotional intelligence at https://www.workforce.com/2018/12/07/leaders-improve-emotional-intelligence.
Depression in the Workplace
Q. In the 23 years that I have been a supervisor, I have never seen an employee with depression. Aren’t they supposed to look sad, dejected, down in the dumps? I’ve read there are millions of adults with depression. So what am I missing?
A. You are describing symptoms of sadness or the blues, but not necessarily what you would witness at work. Depressed employees can remain hidden because stereotypical views of depression don’t match what most people see. Depressed persons are not necessarily sad, weepy, slumped at a desk, or looking down in the dumps. More typically, those with major depression experience feelings of emptiness that don’t go away. They may exhibit extreme irritability over seemingly minor things, suffer with anxiety, restlessness, or anger management issues, or may simply not want to participate in activities others leap to enjoy. They may focus on past unsettling events, things that have gone wrong, and their failures. About 17 million adults nationwide suffer with major depression. The good news is that major depression is highly treatable. The medical community has worked hard to help the general public understand that depression is not something people can snap out of with encouragement from friends who tell them to cheer up. We all experience sadness, but major depression is a mood disorder, a true brain disease. Source: Centers for Disease Control and Prevention.