What should you do when it becomes apparent that Obnoxious Ollie, Irritating Ida or Weird Al, are not accepted by others in the group you supervise? What if they are rejected, excluded and shunned by peers because of behavior, performance, habits, mannerisms, personality, hygiene or other issues that create problems–and over which the employee has control?
The answer to those questions are found in three areas of investigation–What peer employees are doing, what the rejected employee is doing and what you are responsible for doing.
What are the peers of the employee doing? No matter what the situation, all employees must obey rules, policies and procedures, and those should never be violated. Neither should employees do anything that reduces work effectiveness and productivity. Dirty tricks, work sabotage, name-calling and spreading rumors are not acceptable and must be stopped by the supervisor.
If peer ostracism consists primarily of not asking the employee to join the group for lunch or breaks, only being civil but not being overtly friendly or similar shunning activities, there is likely no rules violation. Supervisors should encourage positive relationships, but cannot order people to be friends.
What actions by the rejected employee may have created the situation? In the situations we’re discussing the shunned employee has created conflict or rejection because of his or her own behavior or performance. For example, in one work group an employee was shunned in personal relationships after she lied repeatedly. In another, an employee’s loud laugh and irritating remarks, caused coworkers to avoid anything but absolutely necessary conversations. Identify the nature of the problems so you can talk to the employee about it. Be specific, rather than only telling an employee they have to “learn to get along” or some other general comment.
Note: If the employee is being rejected, shunned or excluded about things over which he or she has no control, you have a completely different situation. That kind of treatment is the essence of bullying and should be stopped immediately and action taken about inappropriate behavior.
What should you do?
1. Intervene. Do not shrug off your responsibility in this area. You are responsible for the workplace and everyone in it. Do your job to stop behavior by any employee that causes others to be justifiably offended, irritated, disrupted or disgusted. At the same time, stop shunning or rejecting behavior by other employees, if it becomes disruptive, offensive or inappropriate.
Peer supervision is often caused by lack of formal supervision. If an employee does something inappropriate that causes others to shun or reject him or her, you are remiss if you have not done something to stop the situation and start improvement processes. If the situation is not something the employee can control, you are remiss if you allow other employees to say or do inappropriate things in response.
2. Build the team. When all employees are focused on work and must find ways to work together, some of the barriers between them will be reduced automatically. Sometimes personal rejection of an employee continues long after bad behavior or performance has stopped. Work, meetings, projects and activities that require everyone to interact can help highlight improvements.
3. Develop individuals. Every employee has strengths and developmental needs. Sometimes when there is a problem employee, other employees begin to think they are almost perfect in comparison. Help all employees see the need to improve. Put their focus on their own development and they are not so likely to be disrupted by others.
The employee who needs to change or improve should also be developed. Sometimes helping an employee see they can be better than they are in even one area, helps them become motivated to improve in every area.
Your Role: If you have done all you can do to help a problem employee change or improve but they are still being disruptive or problematic, you should have good documentation of your efforts and should talk to HR or those above you, to see about the next step. Emphasize the negative affect on work because of the actions of the problem employee. However, be sure you can show that you have not allowed inappropriate behavior by other employees.
If an employee has mental or emotional problems that make it impossible for him or her to fit into the work group, but you have been told no action will be taken to remove them, there will likely always be a degree of rejection of the employee. You cannot stop that, you can only work to ensure that the group stays productive and acting appropriately.
You must support, guide, direct, re-direct, reprimand, commend and communicate with everyone as needed. But, you should not become a guardian angel, co-conspirator or merely an observer. You are in this for the long haul. What kind of work environment do you want to have a year from now? Build toward that today.
September 20th, 2008
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TLR |
Supervision and Management |
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The Instant Impact Correction
I acknowledge the wisdom and effectiveness of Ken Blanchard’s One Minute Manager concept. However, making an Instant Impact seems a bit more applicable in many work settings.
For example, the Instant Impact Correction can help a supervisor accomplish the goal of stopping wrong behavior or performance immediately, even when others are around, without “reprimanding” the employee in public. Or, if the conversation will be in private, it can keep it from being a major drama, or an ominous closed-door interview.
An Instant Impact Correction can be an emergency brake that immediately stops things from getting worse, or a tweak, nudge or bump that results in a course correction for potentially problematic performance or behavior. The biggest accomplishment of an Instant Impact Correction is that it can keep a work relationship positive when there is a potential for it to be negative.
When a Tweak or a Nudge is Needed
This is appropriate when you believe a quick reminder will be sufficient. If the response of the employee indicates more in-depth conversation is needed, you can escalate your communication. However, you might as well start easy if it is appropriate. For example, you mention a problem in a conversational way and ask for a change. Or, you stop something and give clear directions or guidelines for behavior or performance. Or, you bring a small violation to an employee’s attention and conversationally tell them what you want them to do differently next time.
Build on your good working relationships. I use the word conversational, to convey the idea that these are not big, dramatic counseling sessions. You are simply communcating with someone with whom you hopefully have a decent working relationship.
“Hey Mark, I noticed you were about fifteen minutes late. Was everything OK this morning?” (Mark says the traffic was horrible.) “Yeah, I know it can be a mess. But, we need you here at eight though, OK?” He says OK, and says again that it was the traffic. You close it with, “I figured it was something like that.” Then, you can talk about work or start walking toward another work area, or in some other way, close the conversation.
For most employees, that is enough. If it isn’t, you can say more or ask him to step into your office so you can talk about it. But if it is enough, you have made your point in a way that is respectful and open. Don’t over-talk an Instant Impact Communication, otherwise you will have an Interminable and Naggy Communication!
When an Emergency Brake Must be Applied
This is appropriate when you have observed something that must be stopped immediately and with a clear message that it is undesirable behavior or performance. This might even be done in front of others if the violation presents a serious liability or if it is important for the others to know the actions were wrong. (You will feel like a parent sometimes, but your point will be made.)
If the matter was serious enough to correct in front of others you will probably need to follow-up with a brief private conversation. This also gives you a chance to explain why it was important enough that you had to say something immediately. I have talked to dozens of supervisors who said when they did this the employee started the conversation by apologizing. If we handle our communications effectively we can correct immediately, even in front of others, without creating bad feelings.
Show support for the employee when the incident is over: Whether you nudged the employee in the right direction or had to be more stern than that, show appropriate support as soon as possible. That does not mean you should have a “kiss and make up” approach or act as though the bad behavior or performance was not really important. However, you should converse in a civil and courteous way and get the focus back on effective work. Most employees are as anxious as you are for things to be back to normal.
Your goal as a supervisor or manager is to work with and through others to achieve the goals of the organization. If correcting is done effectively it can help you achieve goals and make your worklife and the worklife of others more pleasant and rewarding. It doesn’t even take a minute–you can accomplish it in an Instant!
September 10th, 2008
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TLR |
Supervision and Management |
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“Physician, heal thyself.”
This post certainly comes under the heading of “do as I suggest, not necessarily as I do.” But, how can we justify not trying to help others avoid the mistakes we have made? In this case, I feel like Jacob Marley telling Scrooge, “It’s too late for me, but you can save yourself!”
(Incidentally, in the New Testament of the Bible, in the book of Luke, Jesus said he expected to be told the proverb, “Physician, heal thyself.” That says to me that people have probably always given advice they do not apply to themselves. Since Luke was a physician, I suppose he picked up on that before anyone else would!)
So, I’m not being hypocritical when I advise you, ask you, plead with you, and, if it will help, command you, to start leaving work on time.
Why do you stay at work after quitting time? If you stay more than a very few minutes after quitting time, give careful consideration about why you do it.
*If you do it because you have so many things left to do, challenge yourself–order yourself–to delegate some of it, stop doing some of it, or discuss it with your manager and see what might be eliminated or reduced to allow you to leave on time. Do not even let yourself think that it is impossible. Make the assumption that it is possible–especially since the person before you and the one following you will probably manage to go home on time!
*If you do it because you are a poor time manager during your work day, learn better skills, and discipline yourself to stick with them. As long as you let yourself think you can tack a couple of hours onto the end of your work day, you will dally when you should be doing.
*If you do it to impress people, you can stop now. If employees or others respect and like you, they will continue to do so if you go home on time. If they do not respect and like you, they will think you are a dope for having to work so late. (As someone once said about me, “I don’t see what’s so great about her taking ten hours to do a four hour job.”) (Ouch!)
*If you do it because you feel fearful or guilty about leaving on time, ask someone you trust if they would think less of you. Ask an employee if it makes his or her work easier when you stay late. Or, ask your boss if he or she will be angry if you are as punctual about going home as you are about coming to work. You know what the answers will be.
*If you stay late to socialize with others, that might be semi-acceptable. But, really, you all need to go home. If you decide it is fun to stay later to chat, at least turn off the computer and be ready to walk out the door the minute you have finished your after-work social time.
How to break the staying late habit: (I have had to glean this information from others, since I was never very good at it myself!)
1. Make a commitment to do it. You say you are good at self-management–prove it.
2. Get ready for tomorrow an hour earlier. Most people who stay late do not even start thinking about leaving until leaving time. Be ready to go by getting things ready for the next day–when you probably will be there two hours early.
3. Make the thought of going home enjoyable. Have something in a crockpot; have a ritual of sitting on the patio with a glass of iced tea; go home to a fairly clean house; ask your family to help you by not confronting you with chaos every evening; look forward to hugging your spouse and children…or your dog or cat. (Actually, if you get a dog, you will have to get home on time to let it out, but that seems to be a high price to pay!)
4. Like any other habit you must break or make, stick with your plan for at least a month, until it becomes a firm habit. Remember your commitment. If you told an employee to be at work on time, you would expect him or her to find a way to make it happen. In this case, you are telling yourself to go home on time. Find a way to make it happen!
If you enjoy working, you have received a great blessing. Thomas Carlylse said, “Blessed is he who has found his work; let him ask no other blessedness.” It is an equally great blessing to be competent enough and confldent enough, to go home when it is time to go home.
OK. I’m outta here!
August 31st, 2008
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TLR |
Personal and Professional Development, Supervision and Management |
6 comments
The sounds of frustration: Have you had these thoughts when someone hasn’t done what you wanted or expected, or has not responded as you hoped?
“I should have known…”
“I don’t know why I tried….”
“I thought if I gave him one more chance….”
“Well, he did it again.”
“I wish just once, she would…..”
“Was that too much to ask?”
The value of Get real! At work and in personal relationships, we often add to our frustration and disappointment by expecting something from someone that experience and intuition clearly indicates is not likely to happen. Think about your last frustration, disappointment or irritation with someone you know well, work with or supervise. Was it completely unexpected? In fact, have you caught yourself fishing for a response that you know is not likely, so you can say, at least to yourself, “See the way she is?”
- If a friend or coworker has nearly always been uninterested in one or more topics that seem important to you, you will probably be hurt and frustrated if you try once again to get them to show some excitement about it.
- If an employee has repeatedly done work that is barely standard, you are setting both of you up for problems if you expect things to change dramatically for the new task you assign him or her. Unless you have done something to intervene and make a difference, you will probably not get different performance.
- If you have a boss who has rarely if ever said one word of appreciation for even your best work, you should plan on only a nod of the head when you get the big project done early–and be prepared to shrug away not even getting that.
- If you have never enjoyed collaborating with someone, don’t volunteer to work with that person in the hopes he or she will have changed. You haven’t, so why would he or she?
Few people are so attuned to you, and you to them, that they can be everything you need and want. You probably have friends who are great for one activity, but you call someone else for another activity. You work with someone who is the guru about one thing but not as knowledgeable about something else as another coworker. You supervise someone who is strong in one area but needs help in another–and you get them the help they need to improve. You don’t have it all, either!
The key point is this: You and I are being unrealistic to keep trying to get something from others that they are either unable or unwilling to provide. If we cannot tolerate the way they are, we should stop the relationship. But if we keep the relationship we must accept that the person will always essentially be the same as they are now. Without being fatalistic about it, we should try to keep the attitude that our friends and loved ones are as they are, just as we are as we are. There is no point in putting them to the test one more time to see if they are different today than they have been for the last ten years.
Far too many supervisors do nothing to help or require employees to improve, but continue to supervise as though every employee is able and willing to do every task. This is an unrealistic expectation that is doomed to problems. A supervisor’s main job is to provide the guidance, support, directions and clearly stated expectations, that will ensure good work. It also means you must provide enough oversight to ensure that behavior and performance are at the correct level. There is no point in merely observing so you can say with disgust, “See? He just can’t get his act together!”
Don’t set yourself up for frustration. There are some aspects of friendships and work that will probably never change. Employees can learn new knowledge and skills through training, but they will always have the same traits and personality. Friends may change some behaviors in order to show their caring for us, but they probably will always have the same intrinsic attitudes they do now–and will occasionally revert back to what is more comfortable behavior for them.
Use the team concept, even in your friendships. The value of a team is that each person has strengths that, when combined with the strengths of others, makes for the most effective work. Apply that concept even in your friendships. You know which of your friends can provide the different elements you need–do not expect them to be completely interchangeable. Also realize that the reason they have friends other than you is that you are not all they need either!
Do you know someone who has it all, all the time? If know someone who has it all, and thinks you do too–you are indeed fortunate! Express and show your appreciation every chance you get, be the best possible family member, friend, coworker, employee or supervisor you can, and don’t burn them out or use them up! One way to keep such great relationships going is to keep finding new things to share.
July 21st, 2008
Posted by
TLR |
Life and Work, Supervision and Management |
2 comments
About Praising
Praise what you want to have repeated. To praise someone means to commend them, congratulate them, honor them, extol their virtues, go into raptures over something they have done, or to strongly compliment them. Those descriptions set some high standards for what is praiseworthy! It also reminds us that there is a difference between thanking someone and praising them.
Ken Blanchard and Tina Lewis Rowe. Ken Blanchard wrote about the One Minute Praise in his books on the One Minute Manager concept. I teach about the Instant Impact Praise, which is praise that only takes a few seconds. Both Ken and I (If I had ever met him I am sure I would call him by his first name) point out that praising not only emphasizes what behavior and performance is valued, it also is a way of saying that the employee is valuable. That is what makes praise so effective.
Tips for praising in ways that mean more to employees and you:
1. Praise individuals. Telling everyone in staff meeting that you appreciate all they have done is appropriate. However, it will not have the same impact as communicating with each individual. If you have more than twenty people to praise, you may have to rely on mass compliments. If you have a smaller number, thank each person for his or her specific role.
2. Praise specifically. There are times when a general “good job” is sufficient, because the employee knows what you are talking about. Most of the time praise should be specific. For one thing, “good job” is not really praising, it is simply acknowledging in a rather tepid way.
3. Praise honestly. When a supervisor walks through a workplace, smiling and saying, “Good work!” to everyone, it dilutes the praise for those who really are doing a good job, and gives false approval to those who are not. Look for ways to praise to the appropriate level of accomplishment, and look for ways to recognize what is praiseworthy.
* Develop a Praise Phrase Vocabulary: Use the concepts that fit the work and the person, and praise high enough to show how valuable the work and the employee really is. “Wow! You’re really impressive in the way you handle an upset customer.” “That was exactly the way that project needed to be done.” “This report is a masterpiece of organization.” “You are certainly catching on to this assignment considering the short time you have worked on it. You’re doing the inventory just right.” “When I hear compliments from clients like the ones I heard about this program, I am so glad you work here!”
Don’t those sound more like praise, than, “Good job”? You need to say more than one sentence. But, even if you have to stop at that because of time or the situation, you will have really praised!
* Praise when it is merited, not just to be tossing out praise. Praise is a form of training, because it lets employees know what is valued, and encourages them to do it again. If you praise when work or behavior is not good, or if you praise in generalities when only one specific thing was good, you still are training–but not about the right things.
If you think you will never be able to praise an employee, because he or she is not very praiseworthy, consider these two thoughts: 1. Watch more closely and find something to praise–it nearly always is there. 2. If there really isn’t anything to praise, what are you doing about it?
Enjoy praising–it is one of the best perks of being a supervisor or manager.
Most coworkers do not praise each other. If they do, the praise is more like friendly support. When a manager or supervisor praises it often has more value to the employee–not always, but often. Praise individually, specifically and honestly, and it will brighten an employee’s day, and yours too!
July 10th, 2008
Posted by
TLR |
Supervision and Management |
5 comments
“These new kids!” Do you sometimes shake your head in frustration at the poor judgment and lack of maturity shown by newer employees, especially younger employees? Take heart, in a few years those employees will be shaking their heads too, and complaining about the “kids we hire nowadays.”
Not long ago I was teaching a group of new supervisors who had been working in their profession for only about six years, on average. One of them said, “These kids we’re hiring aren’t like the ones even a year ago. We’re getting them more immature all the time.” I suggested that perhaps he was getting more mature all the time. He vehemently said, “No, I’m not!” (His coworkers said he was telling the truth!)
What were you like as a fledgling employee? Supervisors and managers are correct to hold even the newest employees to high standards. However, sometimes it is wise to recall how we were as fledgling employees. Can you recall something you said or did that embarrasses you even now, to think about it? Have you turned out pretty well, anyway? So will most new and young employees, if we train them, support them and guide them–and correct them when it is needed.
The best kind of supervisory guidance. It is important to train employees in the competencies of the job, and to help them develop professionally by giving them opportunities for learning experiences. However, one of the best kinds of guidance we can provide is to help employees see how they can achieve much more personally and professionally–and how much more they can contribute to the organization and the team–if they work to attain emotional, mental and professional maturity.
In that context, some of the indicators are: Willing to take responsibility for one’s own success and for a role in the work environment, a desire to improve, adaptablity and flexibility, patience, perserverance and dependability, and expanding their thinking and perspectives.
Talk about that concept with each employee. Give them opportunities to gain and demonstrate maturity, and use the words that describe maturity when you praise them.
It took you a long time to mature–and you still are working at it. You still use poor judgment on occasion; you still behave inappropriately now and then; you still lose sight of the big picture and focus on your own personal needs at work. You also are always in the process of growing and maturing. That is true of every employee you supervise as well. Some mature more quickly than others and some never develop to full effectiveness. But, whatever their development, your age, tenure, experiences and job roles will probably always make you feel more mature than they are. In turn, they will view those with less tenure than them as the immature ones!
Your biggest reward. It can be very rewarding to watch employees get better at every aspect of their jobs and become more mature. What you will find even more rewarding is knowing you have helped in the process of development. That does not happen merely because you are a supervisor, it happens because you communicate about important things–and because you care.
Look around and identify those who need to mature so they can begin to achieve their potentials. See them as they can be, not neccessarily as they are. Then, help them become what you know is possible for them. Not all will live up to their potentials, but those who do will never forget you. Perhaps they will use your example to encourage them to guide others.
July 7th, 2008
Posted by
TLR |
Personal and Professional Development, Supervision and Management |
one comment
