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. Can anyone be taught to be a good supervisor or do some personality or temperament issues impede being an effective supervisor?
A. Supervisory skills are teachable; however, some people may possess natural abilities, qualities of personality, or temperament that facilitate a supervisory or leadership role. This does not mean others aren’t teachable. A person may struggle to be an effective supervisor if they lack a well-developed sense of empathy. Empathy is associated with a broad range of important capabilities, such as emotional intelligence (EI). EI is the ability to recognize and manage one’s own emotions and those of others. But empathy goes much further. It is crucial, for example, in facilitating active listening and understanding. When people feel heard and understood, they are more likely to express themselves honestly. They feel safer with the authority figure, and this leads to better dialogue, problem-solving, and conflict resolution within the relationship. Supervisors have a great resource in their EAP to help them develop many soft skills associated with leadership and communication.
Q. We’ve all heard the respect is earned line; difficult employees often use it as a snarky come back. As a supervisor, what do I say to an employee who acts inappropriately and tells me respect is earned, using an inappropriate tone of voice?
A. It may be aggravating to hear this remark when supervising an employee. Typically, it is considered an inappropriate challenge to your authority, not a benign comment. Regardless, it’s important to handle the situation with professionalism and assertiveness. An oversight with employees who use this remark is that although respect is earned, it is a two-way street. Your goal should not be to “outsmart” the employee, however. An appropriate response might be, “As your supervisor, it’s my responsibility to ensure a respectful and productive work environment for everyone. Respect is indeed earned, and it is a two-way street. It is important that we maintain professionalism and treat each other with respect in our interactions. So, let’s find a way to address concerns together and create a positive and productive work environment for everyone involved.” As a side note, documentable concerns with this sort of interaction might be, “Lack of professional demeanor”; “Not demonstrating a respectful attitude”; or “Using a tone of voice that communicates a contentious attitude.”
Q. People sometimes say I am a workaholic. I don’t think so. Sure, I work a lot, but I don’t think only the number of hours worked should result in being classified a worka-holic. I think other people feel uncomfortable because they don’t work enough. Also, I am very dedicated to the company.
A. If your health, well-being, and the relationships in your life are not adversely affected by the number of hours you work, then it is unlikely that you suffer from workaholism (also known as addiction to work).Ask yourself if any of the following are true: 1) Are you preoccupied with work-related thoughts, even outside of work hours? 2) Do you find it difficult to establish boundaries between work and personal life? 3) Beyond working a lot of hours, do you have a compulsive need to do so? (Generally, this means having an irresistible urge or impulse to work.) 4) Do you continue to work despite its negative effect on your health from people you have strained relationships with because of overwork? 5) If you try to relax, is it difficult due to anxiety and restlessness because you are not working? Talk to the EAP if any of these answers are “yes."
Q. A concern that reduces my assertiveness as a supervisor is having to make some decision that is not popular and reaping the animosity, hearing arguments against the decision that I can’t defend, and seeing it affect morale negatively. How can I let go of this worry or fear?
A. The fear of making an unpopular decision is virtually unavoidable, and all supervisors must face this challenge to be effective. You can let go of it by: 1) Reminding yourself that your primary responsibility is to make decisions that align with the goals of the organization. If you primarily fear not being liked by subordinates, then these two goals will naturally conflict. 2)Frequently involving team members and seeking their input and feedback regarding decisions. This inclusive approach can help you gather different perspectives and dramatically reduce conflict later. Also, it is at this stage where you should communicate your rationale for a decision, not later when staff are reacting adversely to it. 3) Establishing a work environment that enables communication to flow easily. When conflict arises, even from your decisions, tension will be reduced more quickly. 4) Building a relationship of trust with your employees. Doing so will also reduce animosity and objections to the important decisions you make. Likewise, do not be a supervisor who stays behind closed doors.
Q. I got into an argument with my employee and believed his body language indicated he would strike me. It didn’t happen, and there’s nothing to prove he would, but I documented the incident. What else should I have done?
A. When you perceive a potential threat from an employee during an argument, it’s important to prioritize your safety and take appropriate steps to address the incident. Firstly, remove yourself from the situation—and find a safe place away from the employee. You documented this incident, great. Make sure you include the date, time, location, what was said, and a detailed description of the employee’s actions. Be objective by focusing on observable facts. For example, “Both arms were trembling, he had clenched fists, and he leaned into my personal space. ”Avoid assumptions and interpretations in documentation because it can undermine your goal of addressing the behavior effectively. For example, “He was acting insane in our argument”; or “His rebellious nature is a problem for everyone in the work unit.”
FrontLineSupervisor is for general informational purposes only and is notintended to be specific guidance for any particular supervisor or human resourcemanagement concern. For specific guidance on handling individual employeeproblems, consult with your EA professional. ©2023 DFA Publishing & Consulting, LLC. Gender use in FrontlineSupervisor content is strictly random.
Q. I spoke with the employee assistance professional about my employee’s performance issues prior to referral, and I suggested what might be going on with the employee psychologically. Will this cause a problem? Was it improper?
A. When speaking with an EA professional, the information you provide related to performance issues, attitude, conduct, attendance, and quality and quantity of work is relevant and helpful to understanding. However, there is no requirement that you censor your thoughts or concerns about what might contribute to the employee’s problems. The EAP recognizes that your opinion or judgment is just that, your personal thoughts and opinion, but they will not be relied upon to diagnose your employee. Additionally, your conversation is confidential. It is not unusual for people to deliberate with themselves about psychological dynamics that contribute to a person’s problem. However, do not expect the EA professional to engage with you in a discussion about psychological matters concerning your employee. This would be inappropriate.
Q. I have two employees experiencing conflict, and it is disruptive to the workplace. Should I refer these employees to the EAP, or is it OK for a supervisor such as me to help these two employees resolve the conflict with a structured approach first?
A. Conflict in the workplace is normal, often helpful, and to be expected. Of course, some conflicts can be harmful to productivity and morale. This is why supervisorsshould understand the basics of conflict resolution. A short summary of one approach is to meet privately with each employee first. Identify common ground,the larger goal, and each employee’s perspective. Identify the root cause ofthe conflict. In a joint meeting, allow each person to discuss their thoughts and concerns with active listening skills. Encourage brainstorming for a potential solution between the employees. Create an action plan and a follow-up approach with timelines and responsibilities for each participant. Later, check in with each employee to see whether the conflict has been resolved. Use the EAP as a resource if a conflict remains, because sometimes a personality style or other problems undermine the process described above. Each employee should understand that ongoing conflict would be a performance issue and that they have a responsibility to demonstrate teamwork, collaboration, and support for a positive workplace
Q. My employee was referred to the EAP, but his work performance has not improved. There was no release signed, unfortunately, so I am feeling a bit stuck. He says things are fine with work at the EAP. That’s great. It’s not the same in the office. Now what?
A. Well-established principles of employee assistance programming provide that the EAP does not impede supervisory and management practices, so you have choices, although, from your point of view, they feel limited. One option is to meet with your employee again to address the performance issues and his plan to correct the problems you have documented. Whether or not your employee is participating in the EAP and whether or not a release was signed are irrelevant in this meeting. You must decide how long you are willing to ignore the performance problems. If the employee insists that he is working on his issues at the EAP, you may ask the employee to sign a release so you can verify his participation. This would also facilitate your communication with the EAP concerning ongoing performance problems. This may influence a different course or direction for the EAP’s intervention, but ultimately you, along with advisors, are in control of what to do next.
Q. I attempted to refer my employee to the EAP because of interpersonal conflicts she frequently experiences. Unfortunately, I got talked out of it because she didn’t think the EAP could help. I am giving her another chance. Should I have insisted?
A. You’re using the EAP to help you resolve a performance issue with an employee. In this corrective interview, you decided not to follow through with a formal referral, but it does not mean you can’t return to this discussion later. Your employee may not be fully aware of how the EAP can help, or she is resistant to getting help for the problems she has that affect performance. It is likely that after an interview of this type, you will see a period of days or weeks when performance is more than satisfactory. The urgency of the situation plays a role in this change. This is a good thing, but if personal issues that affect performance remain, then problems are likely to return. If this happens, simply pick up where you left off.
Q. What problems are caused by a supervisor who decides they simply do not have enough time to deal with an employee’s poor performance issues?
A. It is generally expected that supervisors will prioritize addressing employee problems, but one consequence of putting personnel problems on the back burner is that other employees notice it. This leads to the general belief that subpar work will be tolerated. It also sends a message that employees don’t have to worry about being accountable. Many of these secondary problems will not be noticeable early on, but over the course of weeks and months, productivity will suffer. This can obviously lead to decreased morale, increased turnover, and other behavioral risks. Often the most valuable workers leave the organization because it is easier for them to do so. Dominos just keep falling. There are many reasons a supervisor might put off confronting a troubled worker, but the EAP can help supervisors examine whatever issues might contribute to such a problem.