- EAN staff is available when our office is closed to help you manage personal crisis or traumatic events in the workplace. Call our office at 828-252-5725 and press ‘0’ to reach our crisis management team member by phone.
This is an ongoing content series on the current EAN website. We have set it up again here so you can continue to use it (if you like.)
Q. How do I document an attitude problem so there is no uncertainty later about what I mean? What really bothers me most is the cynicism, eye rolling, and sighing.
A. Behaviors such as rolling one’s eyes, sighing, and huffing may be triggering but are difficult to document. The key is discovering what is articulable and quantifiable and has an adverse impact. Do words like arrogant, aggressive, cynical, critical, indifferent, or rude describe your employee’s attitude? If arrogance is descriptive, documentation might be: “John often demonstrates an exaggerated sense of his importance or abilities. For example, on (date, time) he remarked that ‘everyone in the office is too lazy to learn the combination to the file cabinet,’ so they ‘rely on him’ to open it in the morning. Such a statement has a negative effect on office morale and creates conflict.” (Note how this example does not label the employee as “arrogant.” You are using the definition of it followed by an example. This is more effective.) Formulate attitude documentation with 1) behavior associated with the attitude, 2) a description of what was said or what happened, and 3)its adverse impact. (Hint: The EAP can offer general guidance on and a dictionary may provide descriptive words you’re searching for.)
Q. What reason do supervisors give for why they did not refer a troubled employee to the EAP following a tragic incident in the workplace where there were signs and symptoms clearly present?
A. Numerous tragedies that occur in the workplace have been associated with troubled employees, including accidental death, workplace violence, and property damage, among others. These incidents may have been prevented if the worker was referred to the EAP earlier. There are two dominant reasons for not having referred such employees early on. One is the supervisor’s belief that no serious problem existed because evidence of behavior or performance problems was intermittent. If periods of normalcy and satisfactory performance existed, it may have appeared that the employee’s problems were personally manageable, and the unease associated with a formal EAP referral wasn’t necessary. The other reason is that the employee’s awareness of their problem and what to do about it appeared convincing enough to the supervisor to dismiss the idea of a formal referral. If a supervisor periodically wonders if a referral to the EAP is necessary for an employee, contacting the EAP for a consult is the prudent action.
Q. I am a new supervisor. What supervisory skills can the EAP best help me develop if I get into situations or experience problems I can’t manage properly?
A. There are many skills a supervisor needs in order to be effective. Sometimes it is difficult to identify the specific skill that is lacking in order to address a particular problem. This is where the EAP might help. For example, if morale in your work unit is an issue, and you don’t see it improving, is it because you lack effective communication skills? Are interpersonal skills the problem? Could you improve your conflict resolution skills? Then again, is it possible the morale problem is mostly out of your control? Use the EAP to help you troubleshoot issues you experience on the job, particularly interpersonal, intrapersonal, and soft-skill-related issues. The EAP may help you with personal issues, refer you to effective skill development resources, or even send you back to your supervisor or the organization for coaching or mentorship, but with clarification of your needs.
Q. What is the best way to develop loyalty among staff? I have respect from employees, and I respect them. I feel that, but loyalty is something more. How is it defined, and how do I get it?
A. A good way to look at loyalty versus respect is to see that loyalty is a layer of dedication to your leadership that has been built on respect overtime. Your employees may respect your position, authority, skills, and abilities, but whether they go the extra mile is a question associated with loyalty. Loyalty is earned by respecting your employees over time and is nurtured by understanding the needs of each of your employees and what they need to be happy, healthy, and productive. Loyalty is the dividend of investing yourself in the relationship you have with each of your employees. Loyalty is currency to get things done. When your employees respect you as a leader, they may deliver 100%. When they are loyal, they’ll reach even further.
Q. Is bickering a problem I should refer to the EAP?I have a few employees in our small office, and they seem to get on each other’s nerves quite a bit. They don’t complain about it, and they are great performers. Personally, however, I don’t like the tension.
A. Strain among employees in close quarters is probably not something you are going to be able to entirely eliminate. It is the nature of relationships, even good ones, to experience conflict, especially in tight quarters. As you observe, performance appears unaffected. However, not all small conflicts are the same. You may want to delve deeper just to ensure something small won’t later turn into something serious or risky to the workplace. For example, is the bickering or tension caused by inequity or unfairness? Are work roles not balanced well? Does one of your employees believe they have a better future than another? Inquire about these or similar issues periodically so you understand what may be underlying the conflicts beyond the apparent issues they involve.
Q. I am the manager of a library in a large city. Periodically, people living on the street wander in and may behave in disturbing ways. One threw a book on the floor recently and screamed at it. It was upsetting. One employee took a “sick day” afterwards. Can the EAP help us manage this sort of stress?
A. Although most people think of libraries as quiet and serene job settings, they are public places. Many have security staff, but they can’t prevent all incidents. Support for staff can manage stress and reduce turnover. For employees who are upset, suggest seeing the EAP, or refer employees whose performance has been negatively affected in the aftermath of a “patron incident.” Ask the EAP to visit with your staff and educate them about mental illness. This can demystify and educate employees about mental illness in general and boost their resilience. It can be scary facing someone experiencing psychosis. They may become agitated, or have unpredictable behaviors. The EAP can offer suggestions for interacting with problem patrons, or you can discuss these incidents as a group to generate a set of protocols if such a plan does not currently exist. EAPs are versatile. Call on their ability to help you in creative ways.
Q. Is there research that points to marijuana’s adverse effect on productivity in the workplace? Most people know about the impact of alcoholic workers and the high costs associated with alcohol abuse. Cannabis does not seem to have the same amount or degree of information.
A. Research on the adverse impact and cost of cannabis use in the workplace exists, but it is not as plentiful or as widely shared as research on alcoholism and alcohol abuse. This is explained in part by the large difference in research funding related to alcohol abuse and alcoholism and the length of time such funding has been available. Additionally, there is no “alcohol lobby" with a substantive goal of discrediting alcohol research, unlike the marijuana lobby, which actively seeks to discredit unfavorable research on cannabis. A2020 research study on the adverse effects of marijuana use in the workplace showed that cannabis use before and during work negatively relates to task performance and organization-aimed “citizenship behaviors” (willingness to help others), and it contributes to counterproductive work behaviors. The study was published in “Group and Organization Management Journal” May 2020.
Q. I think most employees don’t like hearing negative feedback, even if they are sitting calmly and listening to it. This awareness, in my opinion, causes supervisors to avoid annual reviews. This is not fair to employees. Any tips for this problem?
A. Few employees enjoy negative feedback, but your goal as a supervisor is not to make negative feedback painless but to make it understood and effectively communicated so it is useful. Follow these steps. 1) Be sure your employees know the goals and objectives of their position. A complaint commonly heard by EAPs is “I don’t know what my boss wants me to do.” 2) Make corrective feedback tangible and measurable so employees can gauge their progress. 3) Don’t lecture or criticize employees personally. 4) Give feedback soon and often so your employees never “wonder” what you are thinking about their performance. 5) Always mention the positive aspects of an employee’s performance. Doing so will not undermine the corrective feedback. Just the opposite. It will increase your employee’s receptivity to the negative feedback. 6) Discuss what change and success will look like if the feedback is acted on. This gives the employee a specific goal to work toward.
Q. Why does enabling of alcoholic employees happen even if coworkers are well-educated about these behaviors? Everyone in our company has had alcohol and drug awareness training. Enabling was thoroughly discussed. A few of my colleagues socialize with those they know are alcoholics but say nothing.
A. Those most familiar with an alcoholic’s personal life will naturally practice more enabling behaviors. Coworkers may benefit socially from the drinking pattern, excitement around it, and the social leadership a nearly-stage alcoholic may exhibit. Parties are livelier, jokes louder, and creative ideas for fun may always be at the ready. These enabling friends may hesitate to confront the alcoholic because they know change will jeopardize their social life and prompt loss of what has been valued. Enablers may explain away this unwillingness to confront the alcoholic by viewing the drinking pattern as “functional alcoholism,” which is characteristic of the enabler’s own denial. On the positive side, these same individuals often have great influence when a crisis occurs and treatment becomes necessary. Their ability to speak directly and convincingly can motivate the alcoholic to accept help. They are valuable players in interventions.
Q. Our company engages in a lot of after-hours socializing. It’s part of our work culture. Customers are always included. Drinking and a bit of rowdiness are not unusual. I’m nervous about sexual harassment. No incident has occurred, but I would like to prevent one from ever happening. Any tips?
A. The casual atmosphere and drinking may be a risk issue for your organization, especially if there are expectations that employees participate. It’s important that employees be aware of the sexual harassment policy and their responsibilities. There must be prompt reporting and communication with a trained manager if an incident occurs. Customers are the lifeblood of your company. If they act inappropriately, you will be at risk of minimizing their behaviors out of fear of offending them. This is an important awareness .Employees who experience behaviors they believe are offensive or unwanted should not be subtly discouraged from complaining. There is much to consider when employees and managers socialize after hours. Boundaries may feel loosened, but corporate responsibility is not. Consider having your EAP provide sexual harassment refresher training periodically if this is part of its role. This can help employees and demonstrate your commitment to a safe and positive workplace.
