Publications

Frontline Supervisor

The Frontline Supervisor is a monthly magazine desgined to assist managers and supervisors with employee related issues.

February 2012

Does Off-Duty Drug Use Lead to Workplace Accidents?
Managing Workplace Anger
Bullying in the Workplace
Great Leaders Inspire Their Employees
Holding Employees Accountable

 Q. I am sure some of my employees smoke marijuana after hours, off duty. I have never suspected anyone of smoking it at work or of being impaired, but could our company’s higher-than-average accident rate be related to pot smoking, even if people are not coming to work high?

A. Hundreds of studies have demonstrated marijuana’s adverse effect on behavior and performance. As a result, marijuana is a prohibited substance in virtually all drug-free workplace policies. What gets less discussion is the effect of marijuana withdrawal for heavy users. These withdrawal effects—observed by medical doctors, counselors, and researchers—include trouble sleeping, sweating, fatigue, mood swings, cravings, anger, insomnia, depression, and restlessness. Could these withdrawal effects contribute to an increased risk of accidents or lower productivity on the job? Indeed they can. For this reason, when conducting assessments with employees who are self-referred or referred by managers for performance issues, employee assistance professionals remain aware of signs and symptoms of substance abuse withdrawal. This is why an employee referral for a performance issue can lead to treatment for a drug or alcohol problem, even though the supervisor never witnessed any obvious symptoms of a substance abuse problem.

Q. Do supervisors have any responsibility for helping employees manage anger in the workplace? Or is this a problem to address primarily by referring to the EAP? I see angry employees, and sometimes I step in because I worry about where anger might lead—for example, to a fight.

A. Witnessing displays of anger in the workplace is a common experience for supervisors. Although your employee assistance program is a key avenue of help for employees, your ability to properly intervene or positively influence angry employees is crucial. There is a financial and safety rationale for your role because it can prevent workplace altercations and conflicts that can lead to undesirable occurrences such as injuries, lawsuits, downtime, decline in morale, high turnover, and violence. Although you have no counseling role, you can practice effective communication with employees, understand and address their frustrations, empathize with their angry feelings, keep promises you make to them, and, of course, know when to make a referral to the EAP. As a person with authority, what you say can have a powerful effect. Don’t minimize it. For example, say, “I understand your frustration” rather than “I am tired of hearing your gripes.” Your EAP can help you acquire or improve upon these empathic and relational skills.

Q. It seems like bullies in the workplace often have some type of power, even if only imagined. Is this correct? What’s the supervisor’s role in prevention? Would training for employees help reduce risk?

A. You’re correct. Employees who bully often possess some degree of power—supervisory, tenure, delegated, indirect, or team leadership. Some bullies may perceive that or mistakenly believe they have power or authority, and this alone is enough to prompt their aggressive behavior. Obviously bullies can exist anywhere in the organization, so conducting general education and awareness is helpful. This should include self-assessment for the potential perpetrator or victim. Throw in a zero-tolerance policy toward bullying and a significant reduction of the risk can be accomplished. Supervisors should be aware that a bully is often a trusted employee who is relied upon by the immediate supervisor for knowledge, expertise, and skills. He or she can be passionate and loyal to the organization. Nevertheless, if a supervisor becomes overly dependent on this “right-hand man/gal” relationship, bullying behaviors may emerge, aided by the protection or special relationship the bully feels exists with the supervisor.

Q. I once read that one of the most important jobs of a supervisor is helping every employee find his or her gift. What does this mean?

A. Much leadership literature is not about technical skills leaders must possess—documenting properly, resolving conflicts, praising, inspiring others, etc. Instead, it is about passion, values, self-awareness, having or developing a personal vision, integrity, wanting to teach others, and the desire to make a difference. With the personal awareness and energy that flow from these values and attributes, great supervisors demonstrate enthusiasm in helping subordinates discover their potential. This approach to supervision is positive and optimistic, and it is full of curiosity about what great things might lay hidden and undiscovered in the employees they supervise. This desire to invest in people and to champion their uniqueness is what separates great leaders from other managers, and it is easily spotted by those who hire and promote in great companies.

Q. How can I hold employees accountable without making them feel that I am beating up on them or them getting overly defensive?

A. Willingness to be personally accountable for one’s life is learned, and it supports accountability in the workplace. However, you can have better success with holding employees to account if you have an effective relationship with them. Your view of accountability is important, so help your employees anticipate being held accountable. Always be sure there is no ambivalence about the results you expect.
Some supervisors see accountability as a measure of “blameworthiness” when things go wrong. Do you approach your employees with this orientation? If so, you may also communicate less effectively and less frequently. Remember, you can make willingness to be accountable a performance measure. Then if issues remain, make a supervisor referral to the EAP.

January 2012

Partnership Benefits of EAP
Communication Key Role in Positive Work Culture
Drug Addiction in the Work Place
Employee is Using Sublte Threats for Control
How EAP May Affect Mental Healthcare Costs

Q. There is a common saying in management that employees don’t leave companies, they leave supervisors. Obviously this means the quality of the supervisor-supervisee relationship is crucial. Does the EAP have a role in helping managers keep good relationships with the employees?

A. The phrase is oversimplified, but an employee’s relationship with the supervisor is the most important one. Unless this relationship is constructive and positive, the risk of losing a worker to another employer or, worse, to a competitor will remain unacceptably high. Kevin Sheridan, a business consultant specializing in talent management, reports in his new book, Building a Magnetic Culture (2012), that engaged employees are ten times more likely to feel their work is recognized, that their supervisors and top management care about them, and that they are getting useful regular feedback. Such employees are four times less likely to leave. Obviously the supervisor is a key influencer in helping employees get these needs met. EAPs have a role to play because their skills and abilities can help supervisors enhance their relationships with employees. The purview of EAP work is often the business of improving relationships; therefore, use of the EAP is an excellent strategy for increasing employee engagement and thus the improvement of business outcomes.

Q. I believe everyone should contribute to and maintain a positive work culture. How can I help my employees play this positive role?

A. The first steps to building a positive work culture begin with the employer and flow down from the top where all levels of management practice behaviors that line staff below them model. There are many components of a thriving positive work culture, but supervisory staff do have influence in helping their employees buy into positivity. It’s been shown that positive work cultures tend to be easier to come by in flatter organizations where the up and down movement of information and ideas is not as slow or encumbered by bureaucracy. This highlights a key strategy you can employ to influence your employees: promote easier communication, faster communication, and the personal modeling of behaviors that support a positive work culture.

Q. An employee died from a drug overdose. Everyone was saddened and surprised. The employee was one of our most loved. I heard something about a drug problem years ago, but never since, and performance was excellent. I am feeling guilty. Did I miss symptoms?

A. Your employee could have relapsed without any warning signs you could have spotted. Drug addiction can be treated and abstinence achieved, and with a programmatic approach to maintaining abstinence, the illness is arrested. Abstinent employees refer to themselves as “recovering” or in recovery. Years of abstinence can pass, and achievements and performance may be outstanding, but the disease does not vanish. Addiction is a chronic illness. Experts in the addiction treatment field generally regard drug addiction as a progressive disease with no cure. Every area of an addict's life is affected and must be treated: physical, emotional, and spiritual. A recovering addict without an active and effective approach to recovery has a higher risk of relapse over those who have such an approach. Consequences of any relapse are unpredictable, but death from a narcotic overdose for relapsed addicts is possible. When addicts in recovery overdose and die, there may be great difficulty in comprehending why. Treatment experts and members of the largest group of recovering people, Narcotics Anonymous, have observed that relapses usually occur in the absence of an adequate recovery program combined with a sudden or acute stressful life event or circumstance.

Q. What am I supposed to do with an employee who is obviously smart but always showing off how much he “thinks” he knows about what’s legal for me to do as a supervisor, what the organization can’t do, etc. It is a bit intimidating.

A. The employee you describe may have difficulty feeling responsible or subordinate to you, so controlling you by discussing or referencing legal matters to intimidate you is an effective way of feeling more in control. A wide range of issues can contribute to this negative and problematic behavior, including anger, mental health issues, and more. The behavior is inappropriate and disruptive to communication and building a working relationship, so it should be addressed. Consult with the EAP for guidance on your approach. Often, employee assistance professionals can spot tangential issues or consider underlying contributing factors to a problem like this one. Let your supervisor or leadership staff be aware of the difficulty you are experiencing with this employee. Doing so is prudent because issues of this nature are too important to ignore or manage in isolation.

Q. How do EAPs save the organization money with regard to the use of employee mental health benefits? Employees have to go to approved counselors associated with the benefit plans. Where is the EAP role if the employee does not need referral?

A. EAPs are usually aware of approved panel therapists in the community who have the expertise needed to treat a specific problem. This knowledge can assist the employee in making an informed choice from a list of approved providers. If a managed care referral is made to a therapist to treat a problem outside the therapist’s area of competence, the EAP may discover a problem in the client-therapist match during follow-up, and the EAP can consider how or whether to intervene to facilitate the employee’s finding a new treatment provider. An EAP may also speak to the treating therapist with the employee’s permission to lend support or suggestions to the treatment plan.

December 2011

Opposing Views on Alcohol
Praise as a Motiviator
Signs of Stress
Passive-Aggressive Personality
Helping Supervisors Communication Skills

Q. The EAP presented a seminar on substance abuse to field supervisors. There was a lively discussion and argument among participants concerning alcoholism, its definition, and signs and symptoms. Are the defensive people at this meeting the ones with alcohol problems?

A. Not necessarily. Although some employees affected by alcoholism may react defensively, employees with alcoholic family members or family histories of alcoholism may be just as adamant in their views about the illness. Strong views about alcoholism may be held especially by those with personal traumas associated with alcohol. Beliefs about alcoholism result from centuries-old cultural systems, belief systems, and worldviews. Medicine, religion, psychology, and philosophy have all contributed heavily. Rigid viewpoints, even if faulty, are not easily relinquished by people because they may be relied upon to reconcile or explain one’s past experience or present life circumstances. Despite rigorous research, alcoholism is still frequently mistreated, mismanaged, and misunderstood. Presenting to any group of employees on the topic of substance abuse generates a lot of disagreement and emotion. Ultimately this is helpful in allowing people to gain an appreciation for the disease and a willingness to understand it.

Q. Over the years, I have seen articles that reinforce the generally accepted principle that money is not a good long-term motivator for employees. What works instead is praise, recognition, and commendation. It sounds pretty simple. Why don’t all supervisors understand this?

A. A 2009 survey by McKinsey Quarterly asked which incentives were the most effective in motivating employees. The top two responses were: “Praise and commendation from my immediate manager” (67 percent) and “Attention from leaders” (62 percent). This is strong evidence that development of praise and commendation skills can have an impact on the bottom line. Of course, there is more to it than simply telling supervisors to praise employees more. Giving praise comes easily for some supervisors but not others. In most instances, it is not that supervisors don’t want to give effective praise; instead, the issue is that they don’t know how or don’t feel comfortable doing so. Common statements heard from supervisors who struggle with giving praise are that it takes too much time, it feels insincere, or even that it doesn’t match their brusque personality. These statements of resistance have solutions, and the EAP is an excellent resource for supervisors to discover those solutions. Source: tiny.cc/morale-boost

Q. I don’t want to diagnose employees, but I would like to know what behaviors strongly indicate that employees are too stressed. I figure if I know the behavioral issues and spot them, I can then suggest use of the EAP based upon what I am seeing. Make sense?

A. You do have a role in maintaining a safe and healthful work environment, so keeping an eye open for behavior or conduct that interferes with productivity is a good idea. These can be stress symptoms. You’re right. You should not diagnose employees, but you can be attuned to the obvious. Visible behaviors or conduct issues may include anxiety, indecisiveness, irritability, complaints, forgetfulness, loss of self-confidence, customer conflicts, complaints of insomnia, sleeping on the job or coming back late from lunch because of oversleeping on breaks, argumentativeness, moodiness, crying and mood swings, and leaving early with complaints of physical exhaustion.

Q. I think my employee is a passive-aggressive personality. What are the signs and symptoms of this condition? I see a lot of resistance to assignments and complaining about workload, coworkers, and management decisions. Everything seems to be “wrong” all the time.

A. It is better to identify problematic behaviors that you are trying to change rather than the entire constellation of symptoms that constitute a personality disorder. You don’t need a checklist for passive-aggressive personality to manage your employee and make a referral to the EAP. Even a single, problematic behavior should be addressed if it interferes with productivity or your workplace. Be specific about the behaviors your employee exhibits. Do not use the term “passive-aggressive” in your documentation. You may see passive-aggressive behavior but do not label it as such or try to diagnose this psychiatric condition. Instead, document obstructionist behaviors, missing of deadlines, the impact of behavior on morale, forgetting, procrastination, or other behaviors that chronically interfere with productivity.

Q. Not all of our supervisors are “approachable” or easy to talk to. It concerns me. There is risk when employees don’t feel comfortable coming forward with problems or concerns that could potentially have serious consequences. How can this problem be addressed?

A. Both supervisor and employee have roles to play in making communication work, but frequently a disproportionate burden of this responsibility is put on subordinates. Outstanding work units require that employees bring issues to management unencumbered by second thoughts and anxiety. It’s helpful to recognize that employees naturally respond differently to those in authority. While some are intimidated, others are bold and direct. Regardless, every supervisor should learn the skill of projecting approachability. Approachability is not just being friendly or telling everyone in the room that there is an “open door policy.” Instead, a supervisor uses his or her power of authority to help an individual feel important to that supervisor. The natural response is an employee who feels valued and safe. This causes the manager to appear approachable. A manager can demonstrate approachability with listening, asking questions, sharing time, valuing the opinion of a subordinate, and being receptive to what he or she can learn from employees. Many of these things are quickly communicated within minutes or seconds as a manager interacts with others during his or her day.

November 2011

Establishing Trust With Your Employees
Inspiration vs. Motivation
Difference Between Stress and Pressure
How Economic Downturns Affects Employees
Managing Difficult Employees

Q. I am a new supervisor who is replacing another leadership staff member who retired. Employees had a great deal of respect for my predecessor. How do I efficiently and quickly gain their trust? I know that this also is the first step toward gaining a great deal of respect in the future.

A. Understanding the meaning of trust can help you practice behaviors and set standards for yourself that will win the hearts and minds of your employees. Trust means reliance on and confidence in the truth, worth, and reliability of a person. Consider how these values translate into supervisory practice, and you’ll gain trust. Every new supervisor has the battle half won when it comes to gaining trust. This is because employees want to be led by someone they trust. To get on the fast track, establish relationships with your employees that demonstrate you can be counted on for support when the going gets tough. When times are tough, your employees will have faith in your ability to support them. This will deepen their trust in you. Be a consistent communicator, along with making yourself accessible. This will remove the mystery between you and your employees, a frequently overlooked obstacle to building trust. Be truthful with employees. Doing so will build their confidence in you. Keep commitments and appointments and only promise what you are certain you can deliver. This will show employees that you are reliable.

Q. Is there a method or approach to inspiring employees? When I think of employees being inspired, I think of them as motivated. Are feeling inspired and feeling motivated the same thing?

A. All inspired employees are motivated, but not all motivated employees necessarily feel inspired. Often, the two terms are used interchangeably, but a closer look reveals important differences. An employee can be motivated to accomplish work as a result of being provoked, aggravated, goaded, or annoyed into productivity. On the other hand, employees who feel inspired are moved internally, feel enthused about work accomplishments and are infectious in their excitement. Here’s the formula: To inspire employees, summarize a tantalizing goal, discuss its implications for everyone, remind workers of their past triumphs, and ask them to reflect on what drove them to achieve successful outcomes in the past. Help set their sights on a faraway goal that’s so exciting and potentially rewarding that they can’t help but covet it. Finally, help them visualize what it will feel like to reach the mountaintop.

Q. What’s the difference between stress and pressure? Sometimes I think employees feel pressure at work, but not unmanageable stress. Employees should seek support from the EAP, but not for the “normal” sense of urgency that everyone feels to get things done, correct?

A. Stress, pressure, force, strain, and distress are terms frequently used in mental-health and workforce-management literature to define different work-generated tensions and the degrees of severity faced by employees. These definitions are rather fluid among authors. Every employee experiences these work tensions differently and managing them is a learned skill. Encourage your employees to use the EAP for any perceived personal need, even if you judge the degree of work stress they face to be much less than what they perceive it to be. As employees adapt to stress, they tend to naturally elevate their tolerance level for it. It’s better for the EAP to work with employees early-on when severe stress or strain have not yet taken their toll on mental health and productivity. The EAP will sort out what help may or may not be required.

Q. Do economic downturns affect employee safety and wellness? Can the EAP play a role in helping employees reduce injuries?

A. During periods of economic downturn, employers naturally place constraints on resources. Employees may be reassigned, layoffs occur, new hires are delayed, longer hours are worked, and taking over a coworker’s assignments may happen more often. This added stress increases the risk of employee injuries from worry and anxiety about the future of their positions, job security, or roles in the company. Increasing communication between you and your employees can help. Keep the information flowing. According to Gallup, 30% of workers worry about their job security and even more about benefits. This is double the number of employees who worried about such issues in 2008. (Source: http://tiny.cc/job-worry). Encourage employees to use EAP resources and consider opportunities for the EAP to help your employees manage stress and anxiety.

Q. Certainly all supervisors eventually face the task of managing difficult employees. Beyond a magazine article or short seminar, though, I haven’t seen much in-depth training. Is the EAP a good resource for this kind of help? What about experienced peers?

A. Both sources of experience — the EAP and your peers — can lend guidance to managing difficult employees. Obviously, the EAP has advantages your professional friends do not possess. One is confidentiality. Your peers may not keep conversations confidential. The EAP can also help you discover how your personality style supports or interferes with the process of managing difficult employees. It can challenge and help you to use new or different approaches. Role plays are very effective tools, and the EAP may suggest them. Admittedly, learning to respond properly to distressed, upset, or difficult employees is a “learning by doing” experience, but there are also principles worth knowing. Remaining calm, thinking deliberately before you speak, avoiding emotional involvement, practicing detachment, reducing provocative responses, and knowing how to problem-solve are only a few principles you can learn from the EAP.

October 2011

Employee Dismissal and EAP
Creating a Healthy Supervision Relationship
Creating Good Communication Among Employees
Reducing Stress During a Changing Work Environment
Modeling Can Assist in Making Good Supervisors

Q. My employee does not appear to be a good fit for the position. I don’t want to drag things out if we decide to dismiss this person, but should I make a referral to the EAP? I am 100% certain this is a skill and abilities issue.

A. Make a referral for performance issues. If problems are strictly skills related, your employee will have the benefit of meeting with the employee assistance professional and establishing a working relationship. This could be a source of support later if an adverse action is pursued. The EAP can assess the employee’s career fitness, interests, personal finances, and motivation for the current position. A discussion could lead to a job or career change, a stronger feeling of control in the face of job loss, or a reduced likelihood of a legal challenge to dismissal — or even a disturbing personal reaction to dismissal. Many supervisors are surprised to learn in similar situations that personal problems played a role in performance struggles. Think of the EAP as a “productivity improvement program” rather than just a “personal problem-solving program.” You will refer and help more employees and also achieve higher levels of productivity and a better return on your organization’s investment in the EAP.

Q. Is there an “attitude” about supervision that you recommend supervisors adopt? By attitude, I mean a framework or model that reduces distress in supervision relationships and makes them more collaborative.

A. Many supervisors visualize the role of supervisor as “unidirectional,” or one way. The supervisor is “directing” and the employee is acting on that direction. This is too simplistic. Employees need you as much as you need them. You have a need for job satisfaction as much as your employee does, and you have a need to achieve career goals too. This orientation to supervision will make your relationships with employees more cooperative and productive. Most supervisors want to guide employees, maximize their productivity, and help them develop and feel rewarded for the good work they do. But it is important to see yourself as teaming up with your employee. “How can we cooperate with each other?” or “What do we need to work on to achieve results together?” is a proactive orientation to supervision. Supervisors with this orientation experience more cooperation from employees, less stress, and more joy in their work.

Q. A lack of communication is a bit of a problem within my work division. I harp on people to share information more efficiently and frequently, but invariably everyone reverts back to their old habits. These are “people issues,” so can the EAP help?

A. When communication is problematic and the flow of information is poor, search for barriers and intervene around them. Frequently, barriers are physical or rooted in inefficient communication channels. But that is only scratching the surface. Barriers to communication in organizations can arise from attitude problems, poor supervision, personality conflicts, language differences, culture clashes, personal problems, and more. This is where the EAP can provide an added dimension of help. Consult with your EAP to see if you can discover potential behavioral or human-factor-related dimensions to this problem. Many EA professionals are educated in communication dynamics and have plenty of experience in understanding the role of sender and receiver, tangible and intangible barriers, and interventions to improve communication. This may sound unconventional, but EAPs often can address problems of this type due to the perspective they offer and the unique set of operational parameters that set them apart as effective problem solvers when looking at human behavior in the workplace.

Q. How can I help employees experience less stress regarding change in our organization? “Managing change” seems to be a buzzword phrase these days. Can you discuss a practical strategy to help us feel more in control over what feels uncontrollable?

A. Whether it’s an organization or an individual employee facing change, stress can be reduced by remaining proactive in the face of certain or unknown change rather than reacting after the fact. Experiment with the following proactive model: Meet with employees if significant change is pending. Have a frank discussion about resistance to change — how resistance is normal (but undesirable) and how it could undermine the work group. Discuss both what is feared about the change and what new opportunities or rewards are presented. Next, discuss strategy. How does your group “get ahead” of the impact and prepare to exploit the positive aspects of the change? Finally, in the face of stress, how will your group support individual members who may experience more stress from the change than others do? Consider how the EAP can serve as a facilitator for such a discussion.

Q. In addition to reading about what it takes to be a good leader (or learning from my mistakes), what other strategy is particularly effective in acquiring leadership skills?

A. One commonly overlooked strategy of leadership development is modeling. Consider observing effective leaders within or outside of your organization. Attempt to model what they do. Nearly every manager can spot an effective leader, but being able to identify and describe what you are looking at can be a little trickier. When modeling others, seek to identify what attitudes display with workers and how they support the organization’s goals. What beliefs and values appear to support their effective leadership style? Where do they place priorities? What do they do that attracts others, what causes those around them to respond positively, and perhaps most important, how do they reciprocate with others in the organization so they appear to both lead and value everyone around them?

September 2011

Dispelling EAP Myths
How to Praise Your Employees in a Meaningful Way
Effectively Delegating Work
Good Performers / Poor Workers
Guarding the Neutrality of EAP

 Q. Other than “what to say” and “how to say it,” what is the most important thing supervisors can do to improve the likelihood of employees accepting supervisor referrals to the employee assistance program EAP?

A. One important thing is to avoid accidentally reinforcing common myths and misconceptions about EAPs. No matter how well an employee assistance program is promoted or its confidentiality ensured, misunderstandings about EAPs will occur. For example, avoid any indication that you are basing the referral on your belief in the existence of a psychological problem. (Myth: Going to the EAP means I have a psychological problem.) Be hopeful and positive. (Myth: A supervisor referral is a preliminary step to disciplinary action.) Keep the focus on performance and how employee assistance professionals help employees improve performance. (Myth: The EA professional will force me to answer personal and intrusive questions.) Let the employee know that records of EAP attendance are not in personnel files. (Myth: Going to the EAP will be a promotion-killing black mark on my record.)

Q. I know praising employees for their good work reinforces repeat performances. I want to be positive with my employees. Can you give me tips on how to use praise more effectively—perhaps in ways that aren’t commonly understood?

A. A less considered yet powerful way to use praise is to shower your employees with it in front of others both before and after you delegate a task. For example, suppose your work unit is giving a presentation to top management about last year’s activities. You want Mary to deliver the presentation. In front of her peers, consider praising her while you delegate the assignment. For example, “I would like Mary to take the lead on this executive presentation. I know that with her organizational skills and gift for public speaking, she will do a fabulous job and make a great impression for our work unit.” Notice that you not only praise Mary for her ability to do a great job, but you reference specifics associated with her public speaking proficiency and organizational skills. This leverages your praise to make it effective. Employees who are praised in this manner feel more energetic in advance of the assignments, and they sharpen their focus to go the extra mile with better products or outcomes.

Q. I am trying to do a better job at delegating work. Are there any important points about delegating assignments to employees that help ensure work will be done with superior results?

A. When supervisors delegate, they often neglect a few key points needed to make delegation a process of growth, not just an assigned task. Your goal in delegating is to get work accomplished and also to expand your employee’s capabilities. Unless key steps are taken, many problems can ensue with delegation, the most significant of which is the inability to let go of control. Instead of monitoring progress, you are compelled to meddle and thereby frustrate your worker. To help ensure better delegation: 1) Explain the assignment and what you anticipate as a successful or satisfactory outcome. 2) Explain the importance of the assignment to the organization, its bottom line, and how your employee will grow from the experience. 3) Monitor to show an interest in the outcome, but monitor less on the details of the project. 4) Make sure your employee has everything needed to produce the expected outcome—resources, accountability, authority, etc.

Q. How do I manage employees who are not poor performers yet take up an inordinate amount of my time? Examples are needing a lot of attention to understand assignments, being too emotional when faced with small irritations, etc. It’s hard to quantify these issues.

A. Many undesirable employee behaviors or performance issues are not easily found on a performance issues checklist. The easiest way to overcome this problem is to meet with the EAP for a management consult. Decide together upon the right description of your employee’s behavior and—more important—how to quantify or measure it so it can be documented. Even if these behaviors are not what you would ultimately call terminable offenses, the EAP can offer constructive confrontation and corrective interviewing techniques that will work. Always assume there are strategies to correct almost any undesirable employee behavior with the help of a referral.

Q. Can the EAP serve as a witness in my meeting with an employee so that later, if problems return and serious disciplinary action is contemplated, the EAP’s credibility and neutrality can attest to the fair treatment given to the troubled employee?

A. Although there are no standards of practice that would directly prohibit the EAP from participating in a meeting of this type, it would be ill-advised. Using the EAP to support management’s interests in this way would conflict with the EAP’s true purpose. An EAP is a “program of attraction” that uses confidentiality and neutrality to draw troubled employees to it. Such a meeting could damage the EAP’s credibility and thereby taint the EAP’s position of neutrality. Employees could easily perceive the EAP is an advocate for management decreasing its utilization. An employee who rejected the EAP’s findings would not be a positive voice for the program. It is more useful to have another manager or management advisor in such a meeting and to document the meeting well. The neutrality of EAPs is a sensitive and perishable commodity. Guard it because troubled and at-risk employees depend on it as draws to the program.

August 2011

How to Assist; Not Enable
Work Issue or Personality Disorder?
White Collar vs. Blue Collar Supervision
Advice for New Supervisors
How to be Confident in a Disciplinary Hearing

Q. Some employees do very well after referral to addiction treatment programs, but some do not. They relapse, struggle, and eventually lose their jobs. Are there “hopeless” cases? How can supervisors intervene earlier or increase the likelihood of success for these employees?

 A. Within the recovering community of alcoholics and among treatment professionals, there are many stories of alcoholics who seemed unable to achieve abstinence. In the “Big Book” of Alcoholics Anonymous, authors discuss the success of the 12 steps yet observe how some alcoholics seem almost “constitutionally” incapable of recovery. Most treatment professionals would never use the word “hopeless,” because so many examples of late-stage recoveries exist. Supervisors should not assume any employee is hopeless, but this does not mean ignoring problems. Supervisors, like family members, should learn about enabling and avoid doing it. Enabling plays a key role in the progression of addictive disease and, in turn, resistance to treatment. Like alcoholism, enabling can manifest a chronic and progressive pattern. In the early years of the disease, a supervisor may overlook performance shortcomings. Twenty years later, the same supervisor may be driving his or her employee to work because of a confiscated driver’s license. Loaning money and covering for behavioral problems are also not uncommon.

 Q. Many performance problems can be signs and symptoms of a troubled employee, but what about symptoms of personality disorders? Understanding these behaviors better would help supervisors not be manipulated by these employees, correct?

 A. Learning about behaviors associated with personality disorders would not have practical value in the work setting and could undermine your ability to identify problematic behaviors or job performance issues. It could also enable you to avoid using resources available to you, such as the EAP, to correct problems. Personality disorders are constructs that lump fields of rigid, maladaptive, or deeply engrained behaviors within certain personality types. This process helps clinicians understand human behavior, design treatment plans, and better understand how to help affected persons better adapt to their environment, stress, etc. You may have an employee who is overly concerned about perfection, control, or the order of things, but whether he or she has an obsessive-compulsive personality disorder is not important. The effect of these behaviors on the work situation is what’s important. Avoid the academics and theory of employee problems. You will be more efficient and effective.

 Q. I am a new supervisor overseeing many blue-collar employees. Supervising this class of workers is new for me. Is there anything I need to know about working with blue-collar workers as opposed to white-collar workers?

 A. Often blue-collar jobs tend to be dirty, dangerous, and/or demanding (heavy physical work). Some white-collar jobs may share these characteristics, but these factors overwhelmingly tilt toward blue-collar occupations. Your first task is to evaluate and overcome any stereotypes, myths, or unhelpful biases toward blue-collar workers that are based upon your life experience. The type of job a person has is often falsely associated with judgments about intelligence, abilities, sophistication, motivation, ambition, education, desire to climb the occupational ladder, social habits, cultural differences, and other factors. These myths can be reinforced by popular culture. They can undermine the ability to build positive relationships with employees that are needed to maximize their productivity. Talk to the EAP and learn more about your supervision style and the work culture if you remain concerned. EAPs often have keen insights on work culture and organizational history that can be helpful to supervisors. Don’t ignore difficulty in bonding with your employees. Problems in this area need fast and early attention. Examine a new resource, Working Class: Challenging Myths About Blue-Collar Labor by Jeff Torlina (August 2011, Lynne Rienner Publishers).

 Q. I am a new supervisor and there are a million things to learn. Can you discuss one critical thing I should keep in mind that most supervisors overlook or don’t consider as they take on their new role?

 A. As a new supervisor, a powerful yet often overlooked bit of advice or awareness is to remember that employees are, first and foremost, “supervisor watchers.” They pay attention to everything you say and do. They’ll track your every move through the work unit, come to understand your moods, remember what you said at the water cooler two years earlier, and more. They will model or behave in ways that are consistent with the way you behave. If you speak badly of the organization, they will too. If you take pride in the work unit and praise the work organization, ditto. This principle applies to interpersonal matters, such as treating others with respect, as well. Never stop learning and you will watch them do the same. Set a good example for your employees to emulate. The most powerful tools supervisors possess are their reputations and conscious use of themselves to influence those they lead.

 Q. I am nervous about a disciplinary meeting with my employee. I fear appearing anxious and inexperienced. Can the EAP help?

 A.  Being nervous in anticipation of a disciplinary meeting is normal. There is a way to reduce the degree of nervousness, and the EAP can help. Try rehearsing difficult conversations using role-play with the EA professional. (Inquire as to whether HR can assist you, as well, and be sure to follow any steps or procedures they prefer.) Anticipate the kind of questions the employee will ask and practice your answers. A few tips: Keep your responses to the point. Do not wander off topic or place a priority on helping the employee walk away feeling OK and accepting about the disciplinary action. Some nervous supervisors who worry about “bad feelings” are drawn into talking too much or repeating themselves, not giving the employee ample time to respond. Knowing how you are going to structure your meeting will also reduce your nervousness.

July 2011

Helping Employees Find a Work-Life Balance
Employee May be Sleeping on the Job
How to Inspire Your Employees
Help Your new Employee Adapt with Awareness
Breaking Troubled Employee/Employer Cycles

Q. More of my employees are seeking better work-life balance. This is good, but it has caused some conflicts on the job. How can supervisors play a supportive role and encourage employees to live with balance, while still insisting on high standards of productivity?

A. Seeking work-life balance is important, but for most employees, it is an ongoing process, not something that is “discovered” or achieved with finality. This means conflicts with the employer are bound to occur as employees make decisions to set limits on their availability. Improving work-life balance can be very difficult for some employees. Coaching help may be needed to make any meaningful progress. Employees may face large obstacles requiring tough decisions after discussion and examination of their values, negotiating skills, and ability to be assertive or resolve conflicts at home. The EAP can help employees navigate these obstacles while reducing risk of jeopardizing the job or working relationships. Ask the EAP about work-life balance education for your employees. When you witness visible frustration, be sure to inquire about how you can help. Often employees stay silent, falsely concluding the employer has no flexibility, when in fact the opposite is true. Read more: http://tiny.cc/work-life

Q. I think my employee is sleeping on duty in our company truck, in between deliveries during the work day. I am suspicious because of the inability to make contact for long periods and a disheveled appearance in the afternoon.

A. If you have evidence that your employee may be sleeping on the job, meet to discuss it. Consult your organization’s policy for guidance, if one exists, and consider a supervisor referral to the EAP for an assessment. Many studies over the years have examined why employees sleep on the job. The National Sleep Foundation has conducted a few. One of its studies showed 30% of workers have dozed off on the job. Ninety percent of employees admit to having underperformed at work because of lack of sleep. So, although this problem isn’t always visible, it is common. Some employees sleep regularly on the job and simply hope to not get caught. In some instances, coworkers may cover for each other or even sleep in groups, hidden from management. Still, there are dozens of medical and health-related explanations for sleep loss and the risk of sleeping on the job. Your EAP will make a proper assessment.
 

Q. How can I be the kind of supervisor who inspires employees? I am not the charismatic type. What communication skills or abilities are necessary?

A. It is not necessary to be charismatic in order to inspire your employees. You can learn how to help them be energetic, vibrant, moved to produce, willing to engage, and anxious to demonstrate that they are reliable, trustworthy, and loyal. Does that sound like a tall order? Start first by modeling and being an inspired leader. Let your employees see your excitement. If you are full of energy, it will be much easier to have it rub off on them. Tell your employees about your vision, your hopes for the work unit, and what excites you about the future. Let your employees know what a great job they’re doing. Tell them how important their contributions are to the mission. Point out their strengths when you see them. Remain attentive to your employees’ needs and meet often enough to know what they are. Go to bat for your employees and never have them thinking, “He (she) doesn’t know how tough we’ve got it.” Instead, actually spend some time performing your employees’ jobs so you understand their challenges. Set high standards and serve your employees. In return, they’ll then serve the organization.

Q. Many new employees get into trouble because they don’t understand the work culture, the unwritten rules of communication, and the politics. Perhaps it’s not fair, but should I coach employees on these qualitative matters or let them sink or swim and figure it out?

A. Whether or not they are fair and productive, politics, power, and communication nuances in organizations are a reality. Any lasting work organization will acquire unwritten rules of the road for how employees must behave in order to fit in. Naturally, being out of touch or discovering these things the hard way can break an employee’s spirit. This makes it proper to orient your employees and coach or mentor them appropriately in the finer points of successfully navigating the work culture. Don’t wait for your employees to have confusion, communication or performance problems, or conflicts first. Instead, give some thought to what these political factors are and make them part of your coaching discussions. This is helpful for employees and the work organization because it helps synchronize employee behavior with the organization’s culture. Don’t shy completely away from politics; instead, adapt with awareness and help your employees do the same.

Q. My employee always argues with me when we discuss performance problems. This pattern is nearly 20 years old. Can the EAP meet with me and my employee with the goal of observing our interaction? I think feedback later might help this person see his difficult communication style.

A. You should meet with the employee assistance professional alone to discuss this conduct problem and the difficulty you have experienced in correcting it. Your employee demonstrates poor cooperation and inability to accept feedback. Long-term enabling has established an altered relationship where you have abdicated your authority and role as a manager. Expect correcting this problem to be more difficult than it first appears. Part of your discussion with the EAP will be how to establish new ground rules for your relationship. The problem you are experiencing is a common one, but with focus and support from the EAP you will develop a strategy for turning it around. You may eventually refer the employee to the EAP, but initially the burden of change will lie with you.

June 2011

Acting on an Anonymous Tips
Preserving Top Talent
Dealing with a Argumentative Employee
Employee's Behaving Badly
Helping a Highly Stressed Employee

Q. I received an anonymous note stating that my employee was once again drinking after a referral to a treatment program. The employee is performing satisfactorily. Should I throw the note away as “unread”? Should anonymous notes be discarded?

A. Getting an anonymous note is a frustrating experience because you are usually stuck with information you can’t act on. The subjects of anonymous notes often deal with coworkers, management practices, and safety issues. These secretly passed messages often are attempts to manipulate the supervisor. Although taking formal action with anonymous notes is ill advised, they are not necessarily useless. If you’re concerned about the contents of an anonymous note, then processing it with your advisors is a smart move. You can also discuss its contents with the EAP. There are no absolute answers on what to do with anonymous notes. They are simply a reality of managing employees in the workplace should be handled on a case-by-case basis and scrutinized as to their underlying purpose.

Q. Preserving “top talent” in our organization is very important. Management expects supervisors to take the lead in keeping our best and brightest happy and productive. What are the fundamentals of doing this, and how can the EAP help?

A. Meeting the needs of talented employees is a popular management topic of study. Talented employees have a need to be in a work environment that supports their continued growth. Beyond pay, much of this support boils down to frequent feedback, good communication, clear expectations, and opportunities for training and skill development. There is nothing new about these desires, but talented employees today have higher expectations for getting this support faster than in decades past. With no guarantee of long-term employment or a hefty retirement, talented employees (and most employees in general) feel more pressure to ascend rapidly in their career. Sometimes talented employees are unhappy because of other issues and problems that do not come to management’s attention. This is where EAPs can help. Well used EAPs spot workforce trends and learn about concerns not brought to management’s attention. This makes employee assistance professionals particularly valuable as internal consultants in advising management on the broader needs (not personal issues) of the workforce, as well as catalysts for encouraging employee clients to bring their important concerns to management so they can be addressed more quickly.

Q. Can I refer my employee to the EAP for being argumentative? No matter what my suggestion, some nuance, problem, issue, objection, reason to hesitate, or correction is raised by this employee. What causes this behavior? Is it simply a bad habit?

A. An argument is not necessarily a bad thing, but the frequency of these interactions interferes with productivity and the quality relationship you need with your employee. A larger problem exists, therefore, and an EAP referral is appropriate, particularly if you have requested that this behavior stop. Even if your employee is accurately spotting problems and shortcomings in your every request, this does not preclude the need for some intervention. There is a way to communicate more effectively that will enhance your relationship and productivity and not position every request as a battleground. Many explanations could exist for this behavior. It could be a symptom of other conflicts or something more psychological that compels your employee to demonstrate obsessive control and responsibility for your requests or decisions. Keep notes on the next few interchanges and share them with the EAP at the time you make the referral.

Q. I left my employees alone to participate in an educational project. Later, I heard about improper behaviors and goofing off that occurred. Supervisors can’t be room monitors or babysitters. Why do grown employees act this way? Can the EAP help?

A. There’s an old saying, “Are you growing up or just growing old?” The lack of professional conduct that you describe appears to be immaturity, but an even better word is “dependent.” Employees with immature behaviors are more dependent on authority or their peers to help them conform to the expectations of the larger group or situation. Even bright and talented employees can be immature. With these substitute “parents,” they are able to engage in social controls. Immature employees may be easily influenced by peers to participate in inappropriate behaviors. Hence, when you leave the room, the immaturity shows itself. Immaturity is frustrating for responsible adults to witness, especially those adults who have spent their professional lives pursuing maturity rather than avoiding it. You can’t know if employees you hire won’t be prone to behave immaturely. The EAP can help, but don’t shy away from other administrative or disciplinary measures provided or approved by your organization.

Q. Most employees are stressed, but some are stressed much more—distressed employees. I would like to know what they might sound like or look like so I could recommend the EAP. Can a seriously distressed employee still perform satisfactorily?

A. Distressed employees experience great pain, anxiety, or sorrow, and they may be faced with acute physical or mental suffering. It is possible that distressed employees could mask their symptoms and perform satisfactorily, yet still be at risk for greater mental or physical problems. Distressed employees spend about $1,700 more on healthcare per year than other employees spend, have more ER visits, and use more home health care services. It is not possible or advisable to give supervisors a list of signs and symptoms to help them diagnose distress, but as general rule, encourage your employees to take advantage of the EAP when you witness talk of hopelessness and worthlessness, the inability to be cheerful or carry a smile, or always appearing tired and worn out. In short, you can usually see evidence of an employee’s pain. Encourage these employees to get help. Source tiny.cc/work-distress

May 2011

How to Manage Conflict
Employee Financial Woes Affect Bottom Line
Methods for Making Your Employees Feel Valued
Improving Workplace Communication
Empowering Employees Can Increase Bottom Line

Q. I tend to be wary of conflicts at work and avoid them. Of course, I know issues underlying conflicts don’t simply go away and larger problems can result. Still, I tend to avoid conflict when I can. What might cause supervisors not to face conflicts? How can we change?

A. Sometimes avoiding conflict is a good thing, but many people mistake managing conflict for ignoring it or shying away from it. This is called conflict mismanagement. Fear of anger or fear of feeling “connection” is often the culprit in mismanaging conflicts. Connection in this context means closeness or demands on you to be open, honest, and authentic as a partner in resolving conflicts. Supervisors may not be equally proficient in these relationship skills. For some people, genuineness feels risky, particularly if their personal histories include negative experiences with vulnerability. If you learned that conflict leads to violence or “bad things” happening, you may avoid it, deny it, or delay in resolving it. Altering your behavior to accommodate conflict can lead to even greater problems. EAPs are experts at helping people manage conflicts. Learn more from these professionals if mismanaging conflict is an ongoing issue for you.

Q. Many of my employees have financial problems. Do employee financial problems put companies at risk in any way? I think it would be extremely unlikely that any of my employees would steal, for example. So why should a company be especially concerned?

A. It is estimated that 30 million employees face severe financial stress -- about 25% of the workforce. This figure is up nearly 300% from 30 years ago. The ways this stress affects employers are not readily visible, but they are substantial. The average employee with financial problems loses 20 work hours per month dealing with financial issues. Financial stress is also linked to an increased risk of accidents. Accidents increase workers’ compensation costs, and other ripple effects exist. Personal health can be grossly affected by financial stress. Sleep disturbances, hypertension, and anxiety are just a few examples. Many financially stressed employees seek part-time work; others quit for better pay. These are obvious turnover costs. Added burdens on workforce management professionals include dealing with garnishments, bill collectors, spouses seeking child support payments, and more.

Q. What is the most powerful way that I can help employees feel valued?

A. Not feeling appreciated is a key reason employees quit jobs. This makes employee recognition programs popular. What often gets overlooked, however, is how appreciation can be expressed directly by supervisors. Don’t rely solely upon your organization to do all the “thanking.” Engage in this practice and develop it as a skill. Learn how to make it effective. What works better, having appreciation come from you or from peers? Also learn how to personalize praise by making it detailed. This has more positive impact. Thanking employees isn’t just good for them; it also reinforces behaviors you want repeated. Never hesitate to ask your employees how they like to be thanked, and do not minimize your role in praising an employee for a solid effort. Overdoing it is harder than you think. Often employees complain, “I never get a thank-you from my boss.” Don’t let that be you.

Q. How can I help employees be more effective in workplace communication, specifically choosing its proper form? Sending an email to a customer, for example, rather than making a phone call can ruin a sale. There are other kinds of communication gaffes that are even worse.

A. Start with any guidance available in your organization, but seek agreement with your employees on proper communication protocols. These can vary depending on your work culture, service, or industry. Brainstorm the most important communication scenarios. Discuss the implications of proper and improper communication choices. Research what other companies are doing to solve their communication issues. Some companies establish elaborate policies to gain better control over this problem. You can find examples by searching for the phrase “routine workplace communication techniques and protocols.” The increasing options and tools for communication have compounded the problem. The adage “information is not communication” describes the difficulty faced by employers. A telephone call, email, post, tweet, text, or face-to-face meeting can all say the same thing, but the wrong choice of any of them can lead to disaster. Add generational bias or differences in status, position, or culture and you can see how this problem can affect the bottom line.

Q. Helping employees feel satisfied with their jobs so turnover is low and helping them remain happy so they perform well are every employer’s goals. Is there research that points to how that is most predictably accomplished?

A. Helping your employees feel “empowered” boosts morale and increases the desire to be productive. That’s the conclusion of a study by Scott Seibert, professor of management and organization at the University of Iowa’s Tipple College of Business, which examined more than 140 other management research studies related to the effect of empowerment. In every industry, occupation, or geographic region, empowering employees produces higher morale and motivation for higher productivity. It holds true regardless of gender, job, or culture. Empowerment is a closely studied dynamic with significant psychological effects on workers and a clear impact on the bottom line. Recognizing or improving your employees’ work status, giving them authority to acquire resources and effect change, authorizing them to make decisions, giving them delegation authority, etc. -- these controls relieve stress and free up creativity. Find these opportunities in your employees’ positions and you’ll discover the magic effect of empowerment on your bottom line.

April 2011

How to Gain Support From Your Boss
Dealing With Passive Anger From an Employee
Employee May be Immature
How to Reduce Employee Injuries
Assessing the Cost of Stress on the Workplace

Q. How can I get more support from my boss?

A. Does getting support from your boss mean improving communication, having your boss take time to listen to your concerns and then assist you in solving problems or back you up on key decisions? Lack of support is a common complaint among supervisors, but the starting point is to understand your responsibility in the quality of the relationship that you have with your supervisor. Examine your communication style and habits. Do you regularly exchange information? Do you solicit your boss’s perspective on issues you must resolve? Do you ask for the benefit of his or her experience as you manage tougher problems? Finally, do you directly ask for support? Many supervisors are reluctant to participate in an active relationship with their manager because it demands vulnerability, trust, authenticity, and other engagement skills. They want support, but they have not laid a foundation for easily obtaining it. Talk with the EAP. The EA professional will help you discover steps you have not yet taken to a better relationship.

Q. I had to initiate a disciplinary action, and my employee now gives me the cold shoulder. How do I address this passive anger that has suddenly appeared? Prior to the job action, an EAP referral was refused. I do not want to lose this employee.

A. It is not unusual for an employee who has been disciplined to feel anger for receiving a disciplinary action, especially if he or she believes it was unwarranted or excessive. That may well be a majority of disciplined employees. How your employee responds to a disciplinary action is a performance issue, not simply a personal matter. You want effective communication and acceptable levels of productivity from your employee, but you won’t attain these without complementary behaviors that make them possible. Meet with your employee and discuss his or her response to the disciplinary action. Define the response as a separate issue of concern. The objective is helping your employee deal constructively with the disciplinary action. Recommend the EAP again as a way to help him or her cope. Later, demonstrate your expectations for a positive and productive relationship going forward.

Q. Is immaturity a performance issue that the EAP can address? My employee exhibits adolescent-like behaviors such as interrupting, inappropriate laughing, joking, and creating minor annoyances that disrupt the quiet of the workplace. I don’t see how that’s “treatable.”

A. Document the behavior and the time and place of these occurrences, and meet with your employee to insist that they end. Go through your list. Don’t label the employee and be careful about deciding these behaviors simply point to “immaturity”. The commonalities of these behaviors appear to be impulsivity and lack of self-control. Inability to exercise self-control points to other issues. Regardless, the EAP can help. It is sometimes easy to label a set of behaviors or a pattern of behaviors in order to understand them better from your framework. This helps you decide what to do next in the way of a management or administrative decision. But labeling the employee as immature can unwittingly lead you to dismiss the usefulness of an EAP solution outright. That would be the wrong decision.

Q. My employee was injured on the job with use of the wrong tool. The truth is that it crossed my mind to stop him, but I dismissed the thought because I was so busy. Rather than blame myself, how do I reduce my stressful workload so I avoid a second occurrence?

A. When we are busy and under stress, it is easy to ignore warning signs or dismiss decisions we should make that would preempt problems. The problem for you to tackle is not necessarily the stressful workload. Your goal should be to increase self-awareness. This will empower you to stop, think, and act when needed and to avoid using denial as a coping “tool” to reduce stress and remain uninvolved in critical decisions. When you are more self-aware, you can make intuitive decisions more easily in the middle of fast-moving, complex situations, where little structure exists and things appear ambiguous. You are able to pay closer attention to "gut feelings" that are less likely to be overshadowed by all the activity and hustle-bustle around you.

Q. I don’t deny that stress is a significant issue for most workers, but I have never seen a report from our company or any company that links stress to direct costs for anything. So is stress overblown as a problem for business and industry? Where are the costs of stress?

A. Although it is not possible to say “employee stress caused the loss of X dollars to our company,” medical and social science research abounds with evidence that stress directly contributes to financial loss for employers. These costs tend to occur in four key areas: absenteeism, lost productivity, medical expenses, and turnover. Financial managers typically follow these financial costs closely, especially in larger companies. For example, stressed employees are more likely to stay home and take “mental health days” as a way to cope. Stress can cause health problems, of course, but it can also make existing health problems worse, especially preexisting autoimmune disorders. Did you know that stressed employees feel more powerless and are more likely to complain, file grievances, file lawsuits, have more accidents, make more errors, and experience more conflicts? The list goes on. When you see evidence of employees under stress, think “How can the EAP help?”

March 2011

Role of EAP
Outstanding Employee Drinking Again
How to Define Stress
Developing as a Supervisor
Motivating Employees in Current Financial Environment

Q. I know supervisors can’t get involved in employees’ personal problems, but if this is the EAP’s expertise, what else can they discuss with supervisors? I don’t tend to think about the EAP in any other way. Am I missing something?

A. Although employee assistance programs are primarily known for helping employees resolve personal problems, they were originally fashioned to be equally available to supervisors for consulting on conduct and behavioral issues of employees. Strategies for managing and arranging a supervisor referral, as well as post-referral guidance, are also valuable services. These services are often under-promoted because many employees mistakenly view them as being aligned with management. Of course, this EAP role does help employees and is complementary to an EAP’s direct service functions. Nevertheless, many supervisors don’t recall the availability of these services when they could be most helpful. Every employee referred by a supervisor has his or her own unique set of circumstances, so a supervisory consultation with the EAP prior to referral can help ensure follow-through. This concern with helping both employees and supervisors is what gives EAPs the reputation of being “pro-people, pro-organization.”

Q. My employee said he is drinking after many years of being sober. Work performance is outstanding. Is there anything I should be doing about this situation?

A. There is no issue within the scope of your supervisory responsibilities that requires your intervention. You are not privy to information related to this employee’s medical history or the circumstances, so you can’t evaluate or guess what might be of concern in this situation. Even if you did have complete understanding of the medical background, the issue of having no performance issues dictates your response to the situation. Relapses typically lead to job performance, attendance, and/or conduct issues, but there is no way to predict if or when these might occur. Because your employee shared with you a brief history and his current situation with regard to alcohol use, you may wish to remind him that the EAP exists as a source of help should he decide he needs it in the future.

Q. It seems like everyone is complaining about stress. What contributes to all these complaints? Is it just a popular thing about which to complain? Is there an official definition of job stress? And what is the difference between job stress and just plain hard work?

A. The Workers Compensation Research Institute (WCRI), whose customers are property casualty insurance companies, has studied workplace stress and the rise in societal complaints about it. Because many states pay workers compensation for “work stress injuries” and some states pay even when the connection to stress is minimal, insurers have a financial stake in this problem. Although the last WCRI report was published 20 years ago, the factors examined then remain relevant today. Loss of industrial jobs and an increase in white collar jobs has contributed to a rise in complaints about stress because 70% of stress claims are filed by white collar workers. Differences in how generations of workers respond to stress and economic realities also play a part. The Centers for Disease Control defines job stress as “the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker.” This definition argues for supervisors to play a role in the reduction of factors within their control that contribute to stress. Source: www.tiny.cc/stress-why.

Q. I am a new supervisor. I tend to avoid conflict. Perhaps it is my lack of experience that explains my avoidance issues. But I wonder whether my avoidance is explained by something more deeply personal than a simple lack of experience. What should I do?

A. Being a new supervisor and not having prior experience in leadership positions can be intimidating and difficult. Generally, supervisors and managers improve as they participate in various forms of continuing education and reach out to experienced supervisors willing to coach and advise them. Experience is the best teacher, of course. None of these steps guarantee the acquisition of effective leadership skills. Indeed, many supervisors acquire attitudes about styles of supervision that undermine their leadership abilities. Self-awareness and interest in your personal growth are essential to becoming a good manager. These will lead you to challenge and overcome personal weaknesses, quirks, and other foibles that get in the way of your goal. The EAP can help you discover and overcome these personal challenges. This includes helping you develop an education and/or counseling plan.

Q. We are all doing more with less. Helping employees cope with this reality is the supervisor’s job. I don’t see this “more with less” trend changing. What guidance exists for supervisors on how to meet this modern challenge?

A. The answer to this question varies among employers. It is an important one to consider because employees will gravitate toward burnout, and it will affect the bottom line if there are no creative solutions. Turnover and low morale are two examples. Part of the answer lies in helping employees help each other. This idea of developing a “high nurture” workforce focuses on employees improving communication, sharing skills, getting intra- and inter-organizational training, cooperating with each other more, solving problems together, inspiring and praising one another, recognizing and rewarding one another, processing stress together, and generally building cohesiveness. These “intangible efficiencies” are already proven ways of building and maintaining high morale and lowering the risk of burnout. Look for more attention in the literature to the harnessing of these intrinsic resources in order to keep a workforce happy, healthy, and productive.

February 2011

How to Stop Playing the Blame Game
Employee is Overly Eager to Please
How to Manage a "Hotshot"
Employee is Obviously Distressed
The "Slippery" Employee

Q. What is a “blame culture” as it applies to business and work settings?

A. A “blame culture” exists when fear and blame are used to manage productivity issues resulting from problems and mistakes experienced by employees. In the book, Stop the Blame Culture (Gower Publishing Company, 1998), authors describe how a blame culture sabotages productivity by causing employees to seek conformity rather than opportunities that require risk. Evading accountability and responsibility, and being able to quickly gather data to prove innocence becomes the corporate mindset. Reduced communication, reduced innovation, and inhibited entrepreneurial thinking result. Businesses can move away from a blame culture by changing the corporate mindset to establish new traditions that value learning and appreciation for mistakes as opportunities for improving productivity and innovation. This improves morale, increases energy, promotes positivity, and facilitates the achievement of ambitious goals.

Q. I have an employee who overly pleases. At any office party this employee will do all the work, make the food, serve people, and even clean up. Similar behavior occurs with regard to other matters. What can I do? Report her for “working too hard”? What causes this behavior?

A. Social events at work are still business matters, so you have the latitude to request that their planning and execution be shared among employees. Think about the changes you would like this employee to make. Put them in writing, but consider meeting with the EAP to tighten up your list. Also discuss with the EAP what you are witnessing, so that the professional can get a better feel for the issues. A greater problem may exist. For example, your employee may be suffering from codependent behaviors that are well-established habits, and these could cause great distress in other areas, particularly in key relationships outside of work. Confusion and an inability to make changes may further contribute to other mental issues. After meeting with your employee to discuss required changes, meet periodically to evaluate and reinforce any progress you see. Without changes, of course, be prepared to make a supervisor referral to the EAP.

Q. I have been a supervisor for 27 years. I recently hired an employee who acts like he knows more than I do about my job. This employee does have some good ideas, but, frankly, I am put off by the “hotshot” attitude. Maybe I am old-fashioned or insecure?

A. You have a bright and precocious employee, but there appears to room for improvements in the communication style so there will be more receptivity by others for ideas and suggestions. Your concern about whether this problem lies with you indicates that you have already made attempts to be open-minded and tolerant. Certainly it can be a challenge adapting to the presence of an ambitious and assertive newcomer on your staff, but you appear to have a valid concern with the employee’s style. Consider meeting with the EAP for a short consult to gain a clearer picture of what part of this issue lies with you and where you might start in helping this employee gain maturity in communication. Effective communication at work is an acquired skill, and improvements come from supportive bosses we’ve met along the way.

Q. My custodian is a diligent worker, but over the past couple of months, this person has mentioned to a few employees concerns about being followed by “foreign government agents” who tap the phone at work. I know the employee is distressed. Should I make a referral? How?

A. You should discuss this situation with your manager and a HR or other adviser. An EAP referral is appropriate, but be prepared to require a fitness for duty examination. Your employee appears to trust you enough to share these concerns, which can be helpful in convincing the person to seek support. Recommend that the individual schedule an EAP visit. Assure the employee that the EAP is the correct source of guidance. If you are not successful, arrange a fitness for duty examination in consultation with your management advisers. The EAP can also play a consultative role in this regard. Discussing beliefs that are obviously of a delusional nature are distressing to coworkers, but mental illnesses that include delusions are not uncommon. An evaluation is appropriate to rule out other risks or issues and to assist the employee in obtaining any necessary treatment.

Q. My employee is very “slippery.” When I confront this person about performance issues, there is always an excuse, another angle, or some truth in the rebuttal that causes me to back down. Either I am not assertive enough, not as smart, or too easily swayed. How do I win this game?

A. Don’t focus on trumping your employee. Don’t focus on quality of work or technical aspects of the job yet, but the attitude demonstrated by the employee in response to confrontations or corrective interviews you conduct with the person. What you need from your employee is cooperation with your role. This means responding to your confrontations with a sincere desire to discover what is important to you and not to do battle in an effort to dodge whatever point you are trying to make. Until this mind-set of your employee changes, other issues of a more practical nature will fail to be corrected. There may be some need for you to be more assertive, but it is much more likely that the missing piece here is to help your employee see that his or her perspective prompts an inappropriate response that interferes with productivity.

January 2011

How To Initiate Change In Long Term Employees
Employee Rescinds EAP Release to Employer
Obesity in the Workplace
Detecting Possible Violence in the Early Stages
What Makes a Good Manager?

Q. My employee is not self-motivated. This person is slow to act on assignments and does not show initiative. After the employee has demonstrated this type of work style for 25 years (I call it laziness), isn’t a supervisor referral to the EAP a waste of time?

A. Employees with long-term performance issues often have long histories of being enabled. So the pattern results from the fact that the work style has been “reinforced” as being acceptable. This makes changes tougher, but they are still possible. You will need to make changes yourself, however, so meet with the EAP to discuss them so you do not sabotage your goal of correcting your employee’s performance. Even after 25 years, you still have a right to expect satisfactory performance, because your employee is being paid for it. It’s never too late to initiate change. Meet with your employee to discuss the performance issues. Be specific. Clearly discuss their effect on the organization and the employee’s coworkers, and be specific about what you want changed and when. Recommend the EAP as a self-referral first, but be prepared for a formal supervisory referral later.

Q. My employee accepted a supervisor referral to the EAP, but withdrew the release after a few weeks. I phoned to confirm participation, but the EAP could not comment. I was told the release was no longer valid. I think the employee is being passive-aggressive. How should I react?

A. Naturally, you are frustrated by suddenly being unable to communicate with the EAP. Your focus, however, should be on attendance or other performance issues. Employees discontinue releases for many reasons, but this should not interfere with your job. Sometimes employees withdraw releases without understanding their ultimate value. Do not focus on the issue of the withdrawn release unless there was an employment agreement of some type that stipulated that the release remain in place. Frequently, employees discontinue releases because they no longer wish to cooperate with the EAP’s recommendations. It really doesn’t matter. You still have the same administrative or disciplinary tools for addressing performance issues or attendance problems.

Q. Obesity is not always a performance issue, but research shows that obesity still takes a serious toll on the financial well-being of work organizations. How can supervisors support employees suffering with obesity?

A. According to the Centers for Disease Control and Prevention, obesity is a rapidly growing problem. It is garnering the same level of attention in research and the media that tobacco once received. Obesity is different because it is a disease covered by the Americans with Disabilities Act. There is a greater risk that injuries suffered by obese workers will create permanent disabilities and lead to a higher number of medical treatment sessions. For this reason, it is a smart move to recommend the EAP to obese employees following injuries, because EAP support may aid a speedier return to work. Also, myths and stereotypes heavily influence employee behavior toward obese coworkers. It is important for supervisors to intervene if and when issues of disrespect or harassment toward obese employees occur. Half of obese workers say they are discriminated against in the workplace, and their coworkers agree, saying that obesity makes it less likely that one will be respected or taken seriously. (Source: www.ncci.com and www.employmentlawalliance.com, search “obesity.”)

Q. What are the earliest signs that an employee may become violent some day? How can supervisors spot the most subtle clues? I have heard that depression or paranoid thoughts are common, but supervisors can’t diagnose these problems. So, how do we act sooner?

A. The earliest signs and symptoms that an employee may someday be violent are not threats, talking about weapons, getting into fights with coworkers, fist fights, or talking about hurting someone. Although these are danger signals, more subtle and earlier symptoms may include depression, paranoid thinking, arguing with coworkers, or being belligerent with a supervisor. Supervisors can’t diagnose depression or paranoia, of course, but supervisors can spot problem behaviors that are frequently associated with mental illness. Many of these indicators are not noticeable unless the supervisor talks to the employee, becomes familiar with their communication style, and can observe how they handle stress. There are subtle organizational issues that also contribute to provoking employees who may turn to violence. These issues include poor grievance procedures, poor supervisor communication, harassment by coworkers, and workplaces with high levels of stress.

Q. Every good leader I’ve had in my past jobs, I have also liked. They operated in ways that seemed to draw people to them. Managers or leaders who want to be liked are often criticized, however. I don’t think this is a bad thing, though. Am I right?

A. You are right, if wanting to be liked helps these managers to discover effective ways of leading others. Unfortunately, the desire to be liked is often the only goal. Some managers erroneously believe that giving others what they want is the shortest distance to acceptance and likability. Unfortunately, they quickly lose the respect of those around them. Good leaders operate with a lot of self-awareness. They possess a balanced and honest view of their own personality, and it is a correct one. Because of this awareness, they have the ability to interact with others frankly, confidently, and with a lot of empathy. This is what attracts subordinates to their leadership style. Employees feel safe in the presence of a leader who also knows how to be genuine and vulnerable. Good leaders know how to understand another person’s point of view, come across with patience and empathy for that opinion, and allow others to feel valued even if they choose a different direction.

December 2010

How to Refer an Employee to the EAP
Change Employee Behavior, Not Company Policy
When an Employee is Self-Mutilating
Employee Alcoholism Issues
How to Reduce Employee Stress

Q. I haven’t made a supervisor referral to the EAP before. I recall during employee orientations that there isn’t a lot mentioned about supervisor referrals and how they work. Won’t employees resist, thinking that I am basing the referral on a personal problem?

A. Your employee may initially believe your referral is based in part on a personal problem you think exists, so it is appropriate to clarify that it is not. Explain how the EAP policy establishes a supervisor referral process based on performance problems. The rationale is that a personal problem may play a contributing role, but that you can’t diagnose and are prohibited from discussing such matters. Say that a discussion of any personal issues would be between the employee and the EAP. You’re interested in performance improvement and that is your sole focus. Of course, some employees will refuse a referral. You should always remind the employee about your remaining options for correcting the performance problems, and if appropriate, do not hesitate to mention possible disciplinary steps.

Q. Two of my employees do not get along, so we created a strategy to avoid conflict by creating work flow around them. Projects are set up to avoid them crossing paths with each other. The conflicts stopped, so was this an acceptable solution?

A. On first glance, this arrangement may appear like an effective solution, but it probably has a significant downside that creates other problems. Enabling these two employees likely requires others picking up the slack, doing more work, making schedule changes, and communicating in different ways, all to accommodate such an arrangement. If employees are taking on more responsibilities than they should, that is a lot of accommodating. Ensuring that these employees don’t cross paths means you are settling for something less than the ideal work flow that would benefit your company. There is bound to be unspoken resentment about the unwillingness of management to assert authority and insist these employees change their ways. There is a solution. Talk with your EAP. You will gain insight on the value of handling this situation differently with better results for the whole work unit and organization.

Q. I glanced at my employee’s wrist and noticed multiple cut marks. I fear this is evidence of purposely cutting the wrist. I didn’t ask any questions, because maybe this is related to past issues. The employee has no job problems. Should I ignore it?

A. You may be looking at evidence of self-injurious behavior that your employee inflicted, possibly in the past, but you can’t know for sure. Self-injury is a secretive behavior. Research studies vary about how common this behavior is practiced, but it seen more frequently among troubled teens and young adults. Most eventually stop it, but employees with scars may be extremely self-conscious about it. Cutting is a mechanism to cope with stress, gain “control,” relieve bad feelings, and gain attention. It may also be associated with an array of mental health issues and other personal problems. Scarred employees seek to protect coworkers or supervisors from concern or shock if the scars are seen, or they might worry about the implications for their job or promotional opportunities. It is appropriate to mention that you noticed the scars because they are plainly visible and could only be self-inflicted. There are also other risks associated with self-harm behavior. They include a higher risk of suicide. Let the employee know that the EAP is available as a confidential resource should the employee choose to use it.

Q. Will all employees with alcoholism eventually have performance problems that the supervisor can identify, document, and refer to the EAP?

A. Your question touches on two common myths about alcoholic employees. One assumes that alcoholics only experience performance problems later in their career histories. The other is that all alcoholics will experience performance problems at some point during their career histories. Some alcoholic employees enter treatment as a result of self-referral and non-work-related approaches. Many of these employees have no observable job performance problems prior to treatment. This does not mean, however, that they were not personally aware of performance problems. Some employees may perform adequately but never live up to their true potential. 1960s occupational alcoholism and EAP pioneer Lewis Presnall referred to this phenomenon as the “half-man syndrome.” Many years after recovery, it is not uncommon for employees to share stories about job-related performance issues associated with their drinking that others never noticed.

Q. Every workplace is different, so specific strategies for managing stress vary, but what should we focus on as managers to help employees reduce stress? How do we come up with a list of things to try?

A. Almost all strategies to help employees manage stress fall into several broad areas. Brainstorming with your employees and surveying their ideas, even anonymously, will yield insights and concerns that can be translated into tactics to reduce stress. These broad areas of consideration include 1) flexibility of work hours; 2) flexibility with work location; 3) increased communication with management and increased social interaction between coworkers; 4) rewards for excellence or extra privileges; 5) employee control of work load, priorities, deadlines, and procedural steps; 6) increased trust from managers rather than tight controls and pressure created by oversight and demands; and 7) attention to the work environment and ergonomics that facilitate reduced stress.

November 2010

The Cost of Perfectionism
Is Absenteeism Post Traumatic Syndrome?
Effective Workplace Communication
EAP Acts As a Neutral Observer
Can a Manipulative Employee be Saved?

Q. I have never tried to hide the fact that I am a perfectionist. I obsess over trying to do things right. Yes, I know there is no such thing as perfection. However, if I see a mistake right in front of me, I can’t just walk away from it. How does this affect employees?

A. One of the hidden hazards of perfectionism is the tucking away of and attempts to avoid many things that make you feel less than perfect. As a result, you may rob yourself of having fun and feeling happier. This could include avoidance of sharing your true feelings with others, avoidance of feeling vulnerable, avoidance of behaving in an authentic way in social settings, not trying new things, being overly concerned about what you imagine as others’ overly critical view of you, and allowing these things to affect how well you get to know your employees. Perfectionism is not incurable. Talk to the EAP about your work style. Your perfectionism has likely brought about many successes in your career. You won’t lose these skills and abilities by giving up perfectionism. Instead they will become less important in defining who you are.

Q. After an industrial accident, employees were offered help from the EAP. Some declined, and one of them is often AWOL on Fridays and also on Mondays. I think the employee is drinking. The employee leaves messages about doctor’s orders and excuses.

A. You should follow your organization’s work rules and policies to address the employee’s absenteeism. During the course of your constructive confrontation or letter writing, be sure to make a supervisor referral to the EAP. The EAP will sort out the issues and whether any post-trauma response, alcohol use, or other problems are associated with the absenteeism. Be careful not to discuss this matter with coworkers or managers at your level who do not have a need to know. No matter what the situation appears to look like on the surface, another problem or issue could explain it. The reason for your employee’s absences could be completely unrelated to any of the issues you have described. The need for answers, however, can prompt you to say or do things that are unhelpful or violate the employee’s privacy. Stay focused on attendance and accountability.

Q. What is the most important signal a supervisor will get that a new employee is likely to be a valuable performer in the future of the organization?

A. Although intelligence, skills, and abilities all play key roles in an employee’s success, the one most outstanding ability that reinforces all others is effective workplace communication. Effective workplace communication is an ongoing problem in most work organizations. There is no end to managing communication and improving upon communication systems. Human relations in business and productivity at every level depend on effective communication. Consider the information, ideas, thoughts, opinions, and plans organizations must transmit daily to drive productivity. And consider the importance or role of communication in conflicts, morale, creativity, feedback, and motivation. Without communication, nothing moves. Since many employees, and people in general, struggle with communication roadblocks that range from avoiding communication to denial of the need for it, an employee who can intuitively judge how much information you need, and when and how often you need it, is a real find.

Q. If I send an employee to the EAP, and the employee does well, will I see an immediate return to the proper level of performance? Will the EAP tie my hands by implying or directly stating that I need to be patient with substandard performance?

A. As a manager, you must decide what constitutes satisfactory performance and whether you can accommodate below standard performance, if it is demonstrated or requested by your employee. The EAP will not direct that you accept below standard performance following the referral of your employee. Any such request would come from the employee directly. With a release, the EAP may convey what health care or treatment professionals have requested as accommodations to assist your employee in treatment or recovery. If necessary, you should consult with HR or your management advisor and determine the acceptability of performance modifications sought by your employee. If you put the needs of your work unit second to your employee’s requests for job modifications, and the work unit or organization suffers as a result, it could sour your view of the role of the EAP. This is one reason the EAP remains neutral in your decision with regard to accommodations.

Q. I have an employee who very manipulative. This person acts like victim when things go wrong, causes triangles to form between employees that create conflicts, pretends I walk on water, but talks behind my back, and more. I can’t imagine this person changing. Is it possible?

A. These behaviors may be well-practiced and dysfunctional, but each of them is a style of coping or a learned behavior that has a healthy alternative. These new behaviors can be learned, but a motivated employee who is willing to do the hard work is key. A supervisor referral makes this possible. It can be difficult for a supervisor to document manipulative behaviors because their effects on others and the work environment are more visible. This is where your EAP can help. Work closely with your employee assistance professional and pin down your approach, so you identify and measure the behaviors most likely to be documentable and easily explained in a constructive confrontation. Your employee can change, and almost always the proof of this is the cessation of inappropriate behaviors for short periods of time that you have likely seen following your past confrontations.

October 2010

When is Alcohol Treatment Appropriate?
Managing Workplace Conflicts
Dispersing Health Information
How to Give Employees Bad News
How to Avoid Enabling Employees

Q. The employee assistance program referred my employee only to alcohol education following a positive drug test. Apparently, the EAP didn’t think alcoholism treatment was needed. Should the EAP have interviewed me? I have heard many stories about the employee’s drinking practices.

A. The employee assistance professional relies upon research-based interviewing tools to make a recommendation and an appropriate referral. Your documentation related to performance on the job may be relevant, but information you possess about the employee’s drinking experiences gathered from hearsay could not be relied upon in an assessment. As part of an educational course, your employee’s problem will be considered closely to ensure that he or she is receiving the proper level of care. Sometimes employees in alcohol education are referred to treatment. The assessment of your employee is more than a few questions of self-reported drinking practices. Questions overlap, and many areas of lifestyle are explored related to alcohol consumption and problems associated with drinking. Most alcoholic employees are unable to evade a positive diagnosis if one is called for.

Q. How can supervisors be more effective in managing workplace conflicts, especially those that could become violent? We aren’t psychologists or trained mediators, so other than disciplining employees, what easy, practical, and effective early-stage steps are there?

A. It is a misconception that you must have special training before you can be successful at the simplest and often most effective conflict resolution strategies. Your most important tools are your eyes and ears. An active and involved supervisor will detect the beginning throes of conflict. When this happens, share your observations and remind employees in a firm manner about the company’s expectations for appropriate conduct. This is your first step at intervention. It communicates to the employees that they have the responsibility to change their behavior and resolve the conflict. And it prompts a sense of urgency to do so faster. By contrast, jumping in to reconcile differences often sends an unspoken message that the unwanted behavior can continue until a solution to the conflict is discovered. Speaking up as described above is a simple idea. It’s the art of being “firm.” It is often overlooked or never learned by some supervisors. In many situations, it is your most powerful tool for correcting behavior.

Q. Is it appropriate for me to place in our company’s break room brochures or mental health information on topics such as depression, anxiety disorders, alcohol problems, etc.? Would this interfere with the EAP’s mission or role?
 
A. Encouraging employees to get help for personal problems is a good thing, but supplying mental health literature is not part of the supervisor’s role. To do so would diminish use of the EAP and organization’s investment in it. There is also a risk issue. Mental health literature usually includes next steps, referral sources, and self-treatment ideas. It leaves the EAP out of the picture. Remember, your policy recognizes the EAP as the official source for referring employees to help. Without EAP motivational counseling, assessment, follow-up, and consideration for the demands of the job, the treatment experience can be undermined. Talk to the EAP about its recommendations. Some literature may be appropriate, especially if the EAP is mentioned as the referral source in it.

Q. Can you provide guidance on communicating bad news to employees and how supervisors should handle themselves to reduce anxiety among workers when plant closings, layoffs, or severe cuts in benefits occur? Are there any techniques or tricks that experienced supervisors recommend?

A. Upsetting and bad news is often preceded by guidance to supervisors from management about how to disclose it. When these guidelines or instructions are ignored, larger problems occur. Much distress on the part of employees stems from how supervisors personally feel about the news. A supervisor’s anxiety can cause tactical errors in communication. Supervisors may feel guilty for passing along the bad news or fear employee reactions to it. This can lead to misstatements, rumors, more anxiety, false hopes that later fuel bigger resentments, and conceivably workplace violence. The employee assistance program is an excellent resource for allowing supervisors to discuss and process their own anxiety. When it comes to bad news, there are no tricks, but there are watchwords. They are “open,” “honest,” “clear,” and “timely.” Follow the instructions, and if there aren’t any, work with other managers so there is consistency in communication.

Q. Everyone knows what enabling is, but I believe stressed-out supervisors are especially vulnerable to participating in enabling behaviors. What are some of these enabling patterns facilitated by supervisor stress?
 
A. The desire to reduce stress can lead to avoidance of confrontation. This makes it easy to react to troubled employees by enabling them. Most supervisors don’t realize this connection. Unfortunately, enabling keeps a troubled employee on the path toward larger problems, so supervisors who enable can expect serious crises down the road. Typical enabling patterns include: 1) downplaying inappropriate behavior by employees, 2) denying or ignoring red flags that may be signs of trouble, 3) being too agreeable and not making waves with a troubled employee, 4) minimizing a troubled employee’s condition when talking to the boss, 5) giving extra leeway or special treatment to a troubled employee, and 6) when a troubled employee opens up to you, jumping in to give reassurance that “everything’s OK” or “you’ll be just fine.” 

September 2010

How to Create Respect in the Workplace
Treat Domestic Violence Seriously
Establishing a Trust-based Work Relationship
A Messy Desk Can Mean Trouble in the Workplace
The Correct Way to Counsel Troubled Employees

Q. We have a respect problem. It’s my job to try to correct it, but how do I model respect? I know disrespect when I see it, but I don’t know how to be strategic about this problem. Will employees even care?

A. Nearly all employees take behavioral cues from supervisors. How you act will set the stage for how employees in general will treat each other. You are an authority figure, and all employees learn early on to model the behavior of those who are in charge or are perceived as authority figures. To be strategic, consider the respectful behaviors you think need to be demonstrated. Demonstrations of respectful behavior in some areas will influence respectful behavior in other areas, so you don’t have to consider every possible behavior. But start with these, and notice the impact over the ensuing weeks: Greet employees every day and be sincere when you do so. Express genuine concern for their interests and well-being. Give them a few moments to talk about their needs and what excites them. Really listen and make eye contact when you are spoken to. Compliment publicly when you see the opportunity so employees witness your positive behavior toward even the least senior of your staff. In particular, remark on the individual strengths specific employees demonstrate on the job.

Q. I know that domestic violence happens and that signs and symptoms can show up at work. How should supervisors respond, and should we take our cues for how to respond from the employee’s assurances that “everything is alright,” “not that bad,” or “it’s all over now”?

A. Domestic abuse is a very serious problem that is not fully understood by coworkers or supervisors. It can quickly spill into the workplace and jeopardize employees’ lives. There is no way for a manager to judge the degree of seriousness associated with domestic violence once it is discovered. Do not judge such incidents as “not that bad” or “over and done with” based upon the employee-victim’s report. Victims typically minimize their plight to prevent management attention and coworker involvement. Supervisors may readily accept a victim’s assurances that there is “nothing to worry about.” When domestic violence is suspected, contact the EAP to discuss possible steps you should take, how to approach the employee, and what type of referral to consider. A formal referral based upon the impact of the discovery on the work environment is appropriate. A serious misstep is thinking that a supervisor referral will make things worse, is a punitive step that blames the employee, or is no longer needed because things “have blown over.”

Q. Many employees who experience harassment, discrimination, bullying, or disrespect don’t report it. However, it is important for supervisors to know if it’s happening. How do we find out so we can play a role in preventing workplace violence? We aren’t mind readers.

A. Beyond assigning tasks and evaluating performance, supervisors must get to know their employees individually. This does not mean prying into their personal lives but rather getting to know them one-on-one so trust develops and they are willing to come to you with their complaints. Few supervisors understand this point: It is arguably a safety issue not to get to know employees one-on-one. Only a nurtured and maintained sense of trust between you and your employee will facilitate an employee coming to you with issues of personal and work-related importance requiring your intervention. Not all problems that employees have on the job are technical. Some are personal, but are work-relevant. These may include conflicts with coworkers, feelings of inadequacy concerning tasks, fear of making mistakes, and worries about anticipated technical problems that may arise in the future. These combined personal and work-related concerns will only be shared with supervisors who are trusted, and the burden of creating this trust is on you.

Q. My employee’s desk looks like a bomb went off. This person is our office genius and numbers wiz. It’s been like this for years. I am not sure how hard I should push to correct this problem. It looks bad, but beyond that, what other reasons support confrontation?

A. Employees with messy desks and work spaces are common complaints for supervisors. Adverse consequences of this problem may not be readily apparent, but they are numerous. It’s important to know that causes of messy desks are not all equal. Some employees have work habits that lead to disorganization. Others may have personal problems, the symptoms of which are disorganization. So don’t rule out the existence of a personal problem. Beyond appearance, consider these known costs of messy work areas: the offensive visual appearance other employees must endure; the financial impact of more frequently used office supplies; the lost time associated with delays in completing assignments or looking for things; additional work not given to employees who are disorganized; dust and hygiene problems; the negative impression on customers; the negative reflection on the supervisor.

Q. When employees mention personal problems, for instance problems with a teenager, why is it not appropriate to give the employee a helpful book or instructional pamphlet on the subject, especially if the pamphlet is written by an authority?

A. Any employee assistance professional will tell you from experience that there is always more to the employee’s story than the supervisor knows. For example, you may learn about the problems with a teenager, but be completely unaware of its root cause. Your employee may also be unaware of the cause. Difficultes with a teenager could be caused by dozens of possible problems in a family, the symptoms of which are troubles with a teenager. If you provide information about parenting a teenager to your employee, it could add to the delay in getting proper help.

August 2010

Importance of Signing EAP Release Forms
Employees Returning from National Guard and Reserve Duty
Dispelling Misconceptions About Alcoholism
The Effects of EAP to the Company Financial Picture
Employee Child in Unsafe Household

Q. Will my employee be less successful in accepting or using help offered by the employee assistance program if a release is not signed so I can learn about participation?

A. Not necessarily, but employees formally referred to the EAP by supervisors may have a motivational advantage over their self-referred peers when a release is signed. The reason is simple. An employee who knows management is aware of participation and cooperation with the EAP, even if details of a personal problem aren’t disclosed, frequently possesses a greater sense of urgency to follow through with treatment recommendations. This increases the likelihood of success with treatment or counseling goals. This unique dynamic of the EAP process can help motivate employees to follow through and successfully treat even the most difficult personal problems. Don’t underestimate the supervisor’s role and the influence of diligent follow up, especially if a release is not signed. Staying focused on performance and insisting on change often makes all the difference.

Q. Our company has many National Guard troops who have returned from overseas. How lenient should supervisors be with these employees? Don’t they deserve a break because of their stress and leniency when performance problems arise?

A. It is natural to weigh the circumstances of your employees and be lenient as a way of accommodating them. However, unless a specific request is made for a reasonable accommodation, it is generally better to treat employees equally and all as fully capable. Do not assume these employees require different standards for how their performance should be judged. Many employees experience performance problems attributable to traumas and personal issues. Although the stress of war and its toll on the psyche is extraordinary, your employees will benefit most by being held to the same performance standards and work rules as other employees. Most soldiers returning from overseas will tell you they want to be treated no differently than their peers. Remember not to make assumptions or diagnostic conclusions about your employees.

Q. My fellow managers and I have been educated in the signs and symptoms of alcohol abuse on the job, but isn’t the most important part of training learning to avoid being manipulated and dispelling misconceptions about alcoholism?

 A. Knowing the signs, symptoms, and workplace impact of alcohol use is important. However, it’s also important that you stay in control of a constructive confrontation with your employee by being on your guard against alcoholic manipulation and well-honed defense mechanisms. That will determine whether you are ultimately successful in making a supervisor referral, a referral for a drug test, or are willing to take action in response to problematic events. Employees affected by addictive diseases rely upon their relationships with others to remain in denial, and to continue believing that they are in control of their alcohol use and an environment that wants to confront them about it. Consult with your employee assistance program provider before meeting with your employee to discuss performance or conduct issues. Doing so will help keep you from being drawn into a subjective discussion that the employee is likely to control.

Q. I know EAPs can help employees return to satisfactory levels of job performance and that this helps the bottom line. But isn’t it a stretch to say that EAPs help reduce costs associated with things such as litigation, injuries, or even damaged equipment?

A. Employees affected by severe personal problems may experience a wide range of behavioral issues, many of which directly affect the bottom line. However, like an iceberg, other cost benefits exist beneath the surface. Reduced turnover or absenteeism, for example, has secondary cost benefits. The hiring of temporary workers or paying overtime to others to complete work assignments is avoided. When the EAP helps an employee who otherwise would have been terminated, the risk of litigation, legal expenses, paperwork, and lost management time is avoided. A drug addict who enters treatment and recovery may no longer steal materials that are resold for drugs. An employee no longer distracted by a personal crisis may avoid a costly accident. Almost any cost benefit has multiple other cost savings associated with it, and this makes an EAP a great investment.

Q. I have an employee who wants to bring her 8-year-old child to work because she does not feel the child is “safe” at home with an unemployed roommate. I said OK once, but the request has come up again. How can the EAP help? Should I ask why she doesn’t trust the roommate?

A. It is appropriate to ask why she feels the child is not safe at home because she disclosed her concern, and because the safety of a child is the paramount issue. Ask that your employee phone the EAP to get help for this problem. Bring the issue to the attention of your manager so you aren’t operating in isolation trying to address it. There could be a host of reasons why your employee does not want to leave the child at home, some of which may or may not be cause for alarm. The EAP will ask other personal questions necessary to discover the nature of the problem and try to discover what resources are needed to address this issue.

July 2010

Boosting Employee Morale Lessens Stress
Stopping Unwanted Behavior Protects the Company
Acquiring the Skills of Leadership
Current Worker’s are Not Adept at Handling Stress
Myths About Illicit/Illegal Drug Use

Q. My fellow managers and I are seeing an increasing number of employees having family problems at home. I am worried about layoffs, possibly next year, and the impact they could have on already stressed employees. The EAP is great, but is there anything more that managers can do?

A. Meet with the EAP and discuss the issues that are affecting your employees. The employee assistance professional will listen and may offer suggestions that are appropriate for your role in supporting employees. Unfortunately, you can’t address the problems employees face at home, but that does not mean you can’t make a significant impact. Employees always feel better about work when they are respected and valued as individuals, and you can energize them by reducing monotony. These factors are key to improved morale. Examples can range from something as simple as holding a staff meeting outside on a nice day to giving employees ownership of their work by leaving some of the decisions regarding assignments up to them. Don’t hesitate to meet with employees individually to field questions about what would bring positivity to the workplace and relieve stress generally. You’ll discover that employees often have the best and most implementable ideas for how you can support them.

Q. A few employees were in the break room telling “blonde” jokes. No other employees were there, but I felt uncomfortable with the banter, so I asked them to change the subject. Did I overreact? One employee always seems to be the instigator in these kinds of exchanges.

A. You aren’t overreacting. It was a smart move to interrupt. It would have been a mistake to do so only if other employees were in the proximity of this discussion. The workplace requires employees to be more self-aware and careful of their behavior at work than outside of work. Laws and penalties have grown increasingly severe for employers when work environments are proven to be hostile or offensive. A pattern of these types of exchanges makes that easy to prove, and a case against the employer hardens when supervisors don’t step in to stop it. It’s even worse if they are participants. As employees become more friendly and familiar with each other, it is natural for boundaries to loosen up, but it requires prudent supervision to step in when necessary. If one of your employees has more difficulty than others in demonstrating appropriate behavior, consider your options for correcting it. The EAP is a resource to assist employees in this regard.

Q. I know that managers are not “born,” they’re made, but isn’t it true that some managers easily attract employees to their way of thinking with magnetic traits that can’t be taught? Can the EAP help me be a better leader?

 A. The skills of leadership are learned, but some people do possess personalities with more personal charm and “magnetism” than others do. This is called charisma. Certainly not all great leaders are charismatic, however. And not all charismatic people are good leaders. This makes leadership skills more important. Leadership is intensely studied. There are leadership schools, courses, training, recognized styles of leadership, theories, research, and accepted practices that are universally taught. Nearly anyone can learn to apply effective leadership skills. How you speak to employees, the logic used to convey direction and inspiration, and the techniques for enlisting contributions from others in pursuit of a goal constitute leadership. Your organization may have resources to support your leadership education goals, but the EAP may be useful in helping you troubleshoot personal roadblocks that sometimes interfere with leadership skills, such as a need to learn assertiveness, effective listening, empathic reasoning, self-awareness, and more.

 Q. Is there more stress now than 25 or 30 years ago? I don’t think employees cope with stress as well as past generations did. Is this true?

A. The acceleration of technology, rapid communications, competition for resources, greater degrees of financial and retirement insecurity, and breakdown of family compared to decades ago has contributed to a “stress epidemic.” It’s a misconception that people can’t handle stress as well as they once did, and as a result, they complain about it more. There will always be people who can cope with stress more effectively and demonstrate resilience, but the stress level in a society matches the pace of change society experiences. The pace of change is clearly accelerating, and it is also more unpredictable. EAPs play an important role in helping employees and business organizations not just to cope with this stress but also to thrive in spite of it.

Q. Are there any common myths about illicit/illegal drug use that interfere with supervisor referrals to the EAP?

A. The most common supervisory myth about illicit drug use is the belief that an employee who abuses drugs will “look like a drug user,” will appear to be an “antiestablishment” type, or will have obvious drug-affected behavior on the job. This stereotype has continued for nearly 50 years. It is still a challenge to help supervisors get past it when training them to use an employee assistance program as a resource and tool to intervene with troubled employees. Modern-day EAPs emerged in the mid-1970s to help address these misconceptions by educating supervisors to stop looking for addicts or drug users and instead to start referring employees to the EAP based on performance-or attendance-related problems. Training focuses on doing this without regard to one’s suspicion regarding drug use. The result of this major shift in addressing alcohol problems in the workplace was an increase in referrals of alcoholics and, of course, drug-addicted employees so they could be diagnosed and helped.

June 2010

Employees' Hangover Causing Problems
Exercise Support Groups Increase Morale
When Facebook Becomes an Addiction
Angry Remark Becomes a Threat
Key Tolerance Principals

Q. My employee does not drink on the job, but I know by appearance this person is suffering from a hangover a couple of times a month. I cannot say that job performance is affected, but there must be something I can do to intervene formally. What approach should I use?

A. Talk to the EAP first. Because you are having difficulty identifying performance issues associated with what appears to be a hangover, a consult is warranted. A confidential discussion with the EA professional will make it easier to develop a plan or approach that includes specific performance issues you could be overlooking. On the other hand, you may need tips on how to better spot these issues as they occur. The goal is to help you make an effective supervisor referral. Employees with hangovers do not function at optimal levels, and spotting these work-related deficiencies is therefore the key. Some of them will be obvious, but others will be more subtle. What most people don’t realize is that many symptoms of hangovers create cognitive and psychomotor dysfunction as much as intoxication does, so helping your employee stop this behavior is a safety issue as much as it is a productivity concern.

Q. Is there any new research about exercise and stress to help employees who are survivors of a layoff? Some of my employees have recently formed an exercise support group, and I am encouraged with their improved morale.

A. Research associated with stress, the recession, layoffs, and their effects are continually released. In March 2010, researchers from the University of Rochester Medical Center announced their findings from a study of 2,800 employees who were survivors of layoffs. The report showed that chronic stress is strongly associated with an increase in being overweight or obese. Healthy dieting did virtually nothing to help change these conditions. Instead, the key to reducing weight—directly attributable to stress—was exercise. The results of this study strongly suggest that chronic stress, especially for sedentary workers, contributes to weight gain and that exercise is an essential part of an effective stress-reduction program. (Source: www.urmc.rochester.edu, Search: Rochester Study Connects Workplace Turmoil, Stress and Obesity, March 24, 2010)

Q. I think social media Web sites like Facebook are consuming time and hampering the productivity of some employees. We don’t have a policy against their use, but one of my employees can’t stay away from these Web sites, even after I insist. Is this a real addiction?

A. Although it is hotly debated, the Diagnostic and Statistical Manual of Mental Disorders will not include “Internet Addiction Disorder” (IAD) in 2013 when it is next revised and published. This has no bearing, of course, on your task of managing the problematic use of the computer by your employee. Meet with your employee, and with your documentation in hand, make a supervisor referral to the EAP. Even though IAD is not officially a mental disorder, that does not mean that it is not treatable with help from the EAP, support, follow-up, and a program of recovery to help maintain abstinence from compulsive Internet use.

Q. When being confronted on a specific matter, my employee glared saying, “You know, I am really about to get into someone’s face!” The employee stormed off. This employee often has a hostile tone, but my supervisor and I debated whether this was a threat. What do you think?

A. There is an old saying that goes, “The meaning of your communication is the response that you get.” In this instance, at least one of you perceived this statement as a threat. Most employees know that they can’t openly make threats at work. So what you may be witnessing is belligerence cloaked with an offhand, cryptic expression. You got the message this employee intended to send. You do not need to split hairs and debate what was meant, or the precise meaning of his or her statement. Feeling threatened is enough to confront and correct this behavior. Your employee may have issues with boundaries, anger management, self-control, and respect. Behavior of this sort tends to get worse and is reinforced by those who experience it, minimize its meaning, and then do not take steps to address it.

Q. We have a very diverse workplace, and I sometimes correct employees when I see them demonstrating poor tolerance of coworkers’ differences. I am not an expert on tolerance and bias, so can you offer some language, tips, or “phrases” helpful in educating employees?

A. Education does help alter bias, but the bottom line is that employee behavior must conform to what is civil and supportive of your organization’s work goals. Let employees know that the goal of tolerance is a respectful workplace and that without it, the interests of the work organization are not served. When correcting employee behavior in the context of supervisory meetings, your goal should be to educate, not counsel or investigate the psychological influences of employee bias. Given that, the following can help your discussions be more effective. Key tolerance principles:

1. Look past differences of opinion, orientation, ethnic, or racial backgrounds and, instead, focus on understanding a colleague’s views and perspective.
2. Avoid the trap of tuning out simply because someone talks or looks different.
3. Avoid labels. Monitor your speech patterns—and thinking style—to check whether you label others.
4. If you disagree with someone’s views, react with curiosity rather than defensiveness. Ask at least one earnest, nonthreatening question to dig for more information. Be willing to change your mind and withhold judgment to expand your frame of reference.
5. Speak up when hurtful comments are overheard.
6. Reject intolerance when you see it demonstrated.

May 2010

Gender Bias Creates Hostile Workplace
EAP Can Help With Spousal Layoffs
What Makes a Good Manager
Supervisor Needs Assistance Documenting Employee Behaviour
How to Teambuild

Q. Some of my employees think that I show favoritism toward one gender when it comes to things like assignments, who gets disciplined, or who gets desirable transfers. How can this be hostile or offensive? I disagree with the complainers, but regardless, what’s the issue?

A. Although you are not “harassing” anyone, the favoritism you show toward one gender makes it difficult for other employees to compete fairly for assignments or desirable transfers. So, arguably, the favoritism is an obstacle and makes the work environment unfriendly or hostile to some employees based on gender. You should ask employees to come forward and discuss with you their concerns, and you should make changes in the way you manage employees and offer assignments. Your ability to manage performance of employees, and especially troubled employees, could be hampered by your supervision practices that a reasonable person would view as unfair. Talk to the EAP and discuss your supervision style for some objective feedback. You’ll gain insight and garner some tips on improving your supervision skills and your relationship with employees.

Q. Some of my employees’ spouses lost jobs during the recession. Should I remind my employees about help from the EAP, support for a spouse or partner, help for affected children, etc.? I believe some employees don’t make the connection that children can be affected by a recession.

A. Yes, remind employees during staff meetings or other occasions that the EAP is available to assist them with the distress associated with an unemployed spouse or partner at home. Many employees forget how the EAP can help them. Children can be especially affected by a recession and half the children in homes with an unemployed parent can be expected to experience behavioral changes, according to a recent New York Times/CBS poll. Currently, about one in seven children nationwide has an unemployed parent. Stress and depression may appear as difficult behaviors or poor school performance. Unexplained anger might be a problem that results from anxiety experienced in the home. You’re right, it’s appropriate to mention why the EAP can help because some parents may not associate child behavioral issues with the recession. Be cautious and avoid analyzing individual employee issues.

Q. What traits should I look for in employees likely to become good managers someday? Are managers “born” or can people learn to become managers?

A. Managerial skills can be taught. However, there are many behavioral traits that support the role of a good manager. Keeping an eye open for some of them can help you spot employees who might be management material. Look for employees who are comfortable with who they are and have positive views of themselves. But also look for a corresponding interest in learning and growing. Obviously, a manager can’t be someone who hides behind a desk or prefers to be alone, so look for employees who like people, are assertive, “get out in front,” and stay involved with the group. the group. Honesty and the ability to make a decision, and the ability to be straightforward, to “tell it like it is,” are also important traits. Employees who are hesitant to share bad news, overcautious about choices, or withhold information others need to know, typically struggle with the role of manager. Employees likely to be good managers avoid cliques. Instead, they reach out, believing that everyone has a role to play and a valuable contribution to make. A manager does not have to be charismatic, but employees who make good managers demonstrate confidence that others see or sense.

Q. I keep struggling with documentation. When an employee is slow, appears tired, and acts sad, I call it “depressed.” It seems more to the point and descriptive. As a result, my documentation has been criticized. Not using labels is difficult. Can the EAP help me?

A. An important part of employee assistance work is helping supervisors learn the skills of documentation. Documentation can be tricky because you must convey what you see and hear but omit what you feel and conclude. This takes practice because it is tempting to focus on other factors that are subjective and emotional. The key is to avoid drawing conclusions about personal problems, stating how you feel about the employee’s behavior, conveying diagnostic impressions, or filling your documentation with drama. These things sabotage the usefulness of your documentation for administrative purposes. To improve your documentation, consider whether it describes what is measurable or observable. Depression (a medical term to avoid using in documentation) can’t be “seen”, but slow talking, days missed, lack of work progress, crying, and sad looks are observable.

Q. I am a new supervisor and one of my responsibilities is teambuilding. Is teambuilding used to simply improve or reinforce the closeness that team members feel with each other? Is that the goal?

A. Teambuilding is an activity designed to improve team performance, but it is often underutilized as a productivity tool. With this in mind, observe your team during the year to identify areas that represent opportunities for improvement. Once these goals are identified, target them with teambuilding. Avoid doing teambuilding only for “teambuilding’s sake” because in the end, inspiration gained from it will not last. How well do employees work together, problem-solve together, and participate in give-and-take behaviors? Is there a lot of bickering or bitterness? Do small cliques gang up on others? Is the retort “that’s not my job!” frequently heard? Do employees withhold information to gain power rather than share it with those who need to know? Are e-mail communications problematic? Do employees trust each other? The resolution of problems in these and other areas is a great target for teambuilding.

April 2010

How to Help an Employee Be Outstanding
Understanding the Importance of EAP Assistance
Using EAP to Help Manage Employee Behavior
Can EAP Advise on Employee’s Mental State?
Good Worker Lacks Common Sense

Q. I think great employees figure out what it takes to do outstanding work. I know what outstanding work means to me, but should I share my view or continue to have those who are outstanding emerge among their peers to show others “how it’s done.”

A. Be up front and specific with employees about what you believe they can do to demonstrate outstanding work performance. This is in the interest of your work organization. Some supervisors think that if they tell employees what outstanding performance represents, then they have given away “the secret” and somehow this will diminish their ability to judge an employee’s initiative. This is false logic. If asking for additional or challenging work assignments or finding and sharing with peers the ways to make tedious or repetitive work more interesting is outstanding performance, say so. If demonstrating good communication, keeping you informed of work progress, or maintaining a positively upbeat and contagious attitude are outstanding work traits, then let employees know it. The purpose of outstanding performance is the advancement of your organization’s mission. Don’t make it a mystery or a frustrating puzzle employees can’t pin down. Discover more outstanding employees by letting them know what great performance represents.

Q. I feel like a heel if I consider disciplinary action for an employee having ongoing performance problems, if they are also working with the EAP to resolve personal issues. The advice to “just focus on performance” doesn’t make me feel better.

A. Frequently supervisors do not have a complete understanding of both the helping or humanitarian rationale for EAPs and their equally important business rationale. Understanding these principles however, by talking about them with the employee assistance professional, can help you see that improving performance is the responsibility of your employee. Your job is to offer every resource you can reasonably muster to help your employee perform satisfactorily. You may not be convinced that you have done everything reasonable to help your employee meet an acceptable levels of performance. This is would be a good discussion to have with the EAP. Good communication, written expectations or clear agreements with your employee, and a release signed by the employee, if he or she will provide one, will give you clarity and the willingness to do the right thing for your employee and your employer.

Q. If I am too soft as a supervisor and need to get more assertive with employees who break rules, come in late, or don’t produce quality work, can the EAP help me with some quick advice on turning things around?

A. The EAP can help, but it is likely that you will need support, coaching, and more than a of couple meetings to accomplish your goal of making the changes you want. You should anticipate that employees will resist your efforts at a supervision style “makeover” because they have naturally grown to believe that you don’t take things seriously. The EAP may have other resources to recommend after an assessment. The EAP will probably offer to coach you for a while until you establish a new set of expectations and acceptable level of cooperation from your employees. The EAP will also help you respond appropriately to behaviors and non-behaviors that you will demonstrate resistance. You may need your manager’s support along the way, too. The EAP help will also consult with you on managing the reactions of individual employees, some of whom may resist more than others.

Q. EAPs offer consultation to supervisors. As part of this consultative role, can they advise management on the possible effects of a disciplinary action and its potential effect on an employee’s mental state?

A. Employee assistance professionals frequently consult with supervisors, but this consultation refers to helpful guidance on specific aspects of the supervisor’s role in making a referral to the EAP. It is not an appropriate role of the employee assistance professional to render a psychiatric opinion to management about the capacity of an employee client to withstand the effects or distress of a disciplinary action. Doing so would be outside standards and acceptable functions that define EAPs. EAPs discuss with management limited information about employees, and then only what the employee agrees to share with a signed and properly executed consent. Further, involvement with your disciplinary choices would give the EAP a inappropriate and influential role in guiding these decisions and represent a conflict of interest that would handicap the organization and be a disservice to the employee.

Q. I have an employee who impulsively says or does things at work that are socially inappropriate. Quality of work is okay, but you never know what may be blurted out at meeting or in a hallway. Is this a problem with the employee’s “social filters” or common sense?

A. Impulsive behavior by employees in the workplace can be frustrating for coworkers and management alike. It is a problem that can be caused by medial or mental disorders. Frequently these employees are disciplined or referred to employee assistance programs because of a specific act shocking enough to be considered harassment, offensive, disruptive, or intimidating to peers. Employees with impulsive behavior may be very bright, but socially awkward. They may insist an offensive act was without malicious intent or misunderstood. Often however, they may also be frustrated at their inability to consistently control impulsive behavior. Be sure to document problems with these employees well before a referral to the EAP, so the employee assistance professional can see the pattern and make a more effective determination as to what might be contributing to the problem.

March 2010

Employee Did Not Respond to EAP Counseling
Improving Documentation When There is No Time to Write
Boss Needs to Discontinue Swearing in the Workplace
Can EAP Help Work Unit Learn to Respect Each Other?
When Your Boss is a Bully

Q. I spoke to the EAP and made a supervisor referral. The employee was cooperative, and I was relieved. The something flopped. The employee came back saying the EAP had no suitable recommendations. Should I refer the employee somewhere else? What should I assume happened?

A. Do not make a referral to another source of assistance that your organization has not established for assessment and referral purposes. The employee may independently do this, of course. First, call the EAP to see whether a release exists and verify participation. You won’t learn details from the EAP as to what transpired, but a signed release means there was follow-through. You may never be able to determine what happened in the EAP interview. This is why you must focus on performance. Did you send a detailed written account of the performance issues to the EAP and provide your employee with a list of those issues, after discussing them? If this did not happen, almost any outcome from a supervisor referral could follow. Whether the meeting led to arguing over performance issues or unsuccessful probing of the employee’s personal problems, without documentation from the supervisor, a sense of urgency or desire to cooperate can be undermined in the EAP interview.

Q. I have many employees whose performance I must document, but my write-ups are frequently delayed by days and I frequently lose important details. Are there things I can do to improve my recall?

A. If you can’t write documentation right away or must delay it for hours or days, your memory will fade. There are two solutions. One option is to memorize this suggested five-question outline. With each incident, go through the questions mentally. This may help to jog your recall more effectively later. The other option is to write down the answers to the questions quickly and retain them to assist you later. Suggested outline:

 1) What happened?
 2) How did you respond?
 3) How did the employee respond/react?
 4) What was the effect of #1 on productivity?
 5) What was concluded at the time of the incident?

This procedure should not take more than 30-40 seconds, but even a simple mental rehearsal will improve your recall and make documentation better when you finally get to it.

Q. Things are pretty “loose” in our work unit. We do a lot of partying and know each other well. Our work culture includes a lot of swearing at each other, but it’s never serious. In fact, I would say we have affection for each other. Is the swearing a problem? Should I try to get it to stop?

A. Talk to the EAP and discuss a way of turning this around and curtailing this type of communication. If you swear at each other when things are going well, what happens when things are not going well or when you have an employee you wish to correct or discipline? It is likely that you are swearing at these times as well. The foul language is a risk issue for your employer because as a manager you have condoned a disrespectful communication style as a normal part of your work culture. If a complaint was lodged, you would face a difficult time explaining how this is nothing more than an affectionate form of communication. Intentions would count for little. Any of your employees who wish to argue that the work environment was offensive and hostile would have an easy time of it. You have a responsibility to protect employees from a hostile and offensive work environment, and it is virtually impossible to show that this sort of interaction supports that goal.

Q. Can the EAP help our work unit learn more about treating each other with respect? Respect means a lot more than tolerance for one’s ethnic or racial differences, right? I think we need it, but what does that include? Where do we start?

A. Yes, speak with your EAP about respect and how to manage the work environment to promote a respectful workplace. There are several ways to approach your training needs, and it might be helpful to start with a confidential survey that the EAP might examine. Another alternative might be the EAP interviewing employees confidentially to get a keener understanding of the issues your workgroup faces. Other approaches also might exist for understanding your needs. Respect means many things. Some workgroups may have great problems with diversity and respect but have no problems with things like rumors and gossip that damage morale. So getting a snapshot of the needs is a good way to start. Employees will always look forward more to a training event of this sort when they can play a role in setting its agenda.

Q. I know bullying is not limited to line employees and that some managers can be guilty of this behavior. Is there any research that discusses why bosses bully? Can bullies “self-diagnose,” see their symptoms, and self-correct? How many employees experience bullying?

A. A study conducted in 2009 by the University of California, Berkeley examined the idea that bullying among managers might result from feelings of inadequacy about the job. Several other studies that focused on bosses as bullies demonstrated this link — that aggression goes up when one feels threatened. One study estimated that 37% of workers claim their bosses had sabotaged their work, belittled them, or yelled at them. No study can say that every boss who bullies feels inadequate, but this is a recurring finding in boss-as-bully studies. A coping mechanism frequently seen by employees in these studies is overly praising or flattering the boss. A supervisor who is on the receiving end of this behavior may wish to consider whether his or her supervision style includes a strong bullying component. Of course, there is no better place to discuss a change in this type of communication than at the EAP.

Source: UC Berkeley News Release (October 13, 2009) on “When the Boss Feels Inadequate: Power, Incompetence, and Aggression.”

February 2010

Dealing With an Employee's Drug Rehab
How Not to Become Personally Involved
Answers Are Never Black and White
Achieving Conflict Resolution
How to Become A Better Communicator

Q. My employee is in treatment following a positive drug test. Should I ask the employee how the treatment is going? It is no secret, as everybody knows about the situation. My obvious interest might help keep the employee motivated.

A. Your employee’s participation in and cooperation with a treatment program following a positive drug test is something that will be verified and communicated to you. If “asking how things are going” means eliciting more in-depth information about the treatment, you should avoid doing so. The employee will discuss his or her treatment with the EAP, but that information will remain confidential. You may have a strong desire to know more, but unless your employee volunteers this information, do not inquire. Gaining self-awareness, feeling well, and achieving new insights make recovery exciting. Your employee may share this excitement with you, but don’t push for it. Remember, an employee in recovery may appear highly motivated, but this does not equate to cooperation in treatment. To help your employee remain motivated, rely upon feedback from the EAP and your own monitoring of the employee’s performance during the coming year.

Q. How do EAPs help supervisors not get involved in the emotional aspects of the personal problems that their employees often face?

A. When employees share their personal problems with their supervisors, it can be tempting for supervisors to involve themselves in the discovery of resolutions. Many supervisors in companies without EAPs entangle themselves in the personal problems of employees, and if problems are difficult and chronic, this can become a burdensome task. But it doesn’t end there. It takes an emotional toll. Concerned supervisors with strong emotional ties to their employees may empathize too deeply, adding to their own stress. This can increase enabling behaviors even as performance deteriorates. EAPs can relieve supervisors of this burden. Supervisors are then free to detach so that they can manage performance while allowing EA professionals to do the helping.

Q. My employee takes frequent and unexpected time off during the year to take care of four young children. It’s tough, and I feel sorry for this person, but I don’t see how the EAP can help. The employee obviously needs support at home. I don’t think there is anything else going on.

A. To you, this problem appears straightforward. However, it is almost always the case that new information, which the supervisor is not privy to knowing, is learned about during an EAP assessment. This is where the solution often lies. Although there is no way to measure it, let’s simply say that supervisors may never get more than 80 percent of the true story or scope of the issues involved. The rest is learned in a confidential meeting with the EAP. Your employee must weigh how much to share about the problem he or she faces, while trying to ensure that you see him or her in the best possible light. This means withholding information or aspects of the problem that do not serve this purpose. This is why you should never assume that the EAP can’t help an employee.

Q. Many supervisors don’t have formal training in conflict resolution, so is it a skill that is too complex for them to perform successfully? When two employees are in conflict, should the EAP handle it? Is there a formula for conflict resolution?

A. Even if supervisors don’t have formal training in conflict resolution, they can facilitate acceptable outcomes to conflicts. It can be helpful to get specific training, get coaching from organizational experts, or simply read about conflict resolution. Regardless, every supervisor should learn the basics of conflict resolution. Employees in conflict must be tasked with the responsibility of resolving their differences. Supervisors should not own the conflict even if they do help facilitate resolution. Don’t accept the resultant status quo if conflict resolution does not initially appear successful. It is never acceptable for two employees to remain in conflict or for the work unit to suffer the consequences. Approaches to conflict resolution include 1) acknowledging that a conflict exists; 2) allowing employees to air feelings in an open and nonjudgmental setting; 3) getting agreement on the nature of the conflict and what it entails; 4) discussing needs instead of arguing about solutions; 5) working to find common ground; and 6) formulating solutions, following up, and having an intervention strategy in case things turn sour in the future.

Q. Some managers have inadequate communication skills. They may not communicate enough; may not give good feedback or facilitate discussions very well; and may be too aggressive, vague, or overly critical. How can supervisors identify and resolve these types of issues?

A. Supervisors need feedback before they can identify gaps in their supervisory and interpersonal skills. A survey is one way to go, but asking employees directly as you interact with them is ideal. It takes a strong supervisor to be this open, but the enhancement of morale that comes with being this accessible is worth it. Simply discover your supervisory strengths and limitations one conversation at a time. Start by asking employees if they are getting the right amount of supervision from you and if it matches their expectations. Once balancing that need is met, discuss the following issues over the course of the year: how clearly you communicate; how well you clarify issues; whether you ask for opinions and input from subordinates, demonstrate respect, hold subordinates accountable, delegate fairly, create opportunities, make yourself available to discuss issues and problems, demonstrate fairness, and how well you recognize, praise, and inspire employees.

January 2010

Can EAP Teach an "Old" Supervisor a New Way?
Partying with Employees Does Not Create Respect
Dealing with Disgruntled Employees
How Can EAP Help an Alcoholic Employee?
Does Playing Favorites Negatively Affect Other Employees?

Q. Our company has a newly established employee assistance program and supervisor training is scheduled next week. I have been a supervisor for 24 years and don’t think that there is much the EAP can teach me that I don’t already know. Should I still go?

A. EAP supervisor training has a focus different from what you have in mind. Training helps supervisors understand the history and function of EAPs and their unique ability to help manage troubled employees. Training will explain how EAPs fit into the normal supervisory process to improve productivity and decrease the likelihood of dismissal of employees for performance problems. For many supervisors, this is a new aspect of performance management. Ironically, the more experience you have, the more important the training is in order to understand how to apply the new EAP advantages to supervision. Prior to the EAP, you had your own approach to dealing with troubled employees or those whose performance problems did not improve. This approach did not include professional assessment and referral of an employee to appropriate treatment. A well-constructed referral to the EAP with good follow-up eliminates the frustration of managing these problems on your own, and in some cases, years of enabling. This increases the likelihood of salvaging your employee, and greatly reduces risk to the organization.

Q. During the holidays, I had employees to my house for a big get-together. My thinking is that I will earn more respect and morale will improve when people get a chance to let their hair down and know me better personally. Am I right?

A. Business management experts generally hold to the dictum that familiarity breeds contempt. In fact, there is very little argument to the contrary in management literature. In support of this convention, research on improving morale and increasing respect does not focus on socializing with employees or having casual parties as ways of doing it. You are more likely to earn less respect because familiarity with your employees allows them the opportunity to observe your personal faults. Whatever they learn is included in their estimation of you. Less respect usually follows. You should be professional, polite, consistent, and communicate well with your employees in order to earn respect. Consider whether a desire to socialize with employees reflects personal discomfort with your supervisory role or authority over employees. If so, consider help from the EAP and change in your attitude so that your view of supervision does not undermine it.

Q. How do I deal with disgruntled employees? I think that some employees like to complain just to complain. They are “negaholics,” and it is almost as though being negative is part of their personality.

A. Although some employees may frequently appear disgruntled, don’t be too quick to dismiss every one as having an unshakeable personality flaw. Some employees have valid concerns but have difficulty coming to supervisors and saying so. Although this is a separate problem, first initiate a discussion and sincerely ask about the nature of the employee’s concern. Don’t target the disgruntled behavior, at least not yet. Instead, see it as a symptom of a larger problem. Don’t be surprised to discover that simply talking with your employee may resolve the disgruntlement. Validating some employees in this way causes them to feel respected, and you and the employee can begin a new relationship based on understanding. A continuation of the behavior indicates a larger problem, with help from the EAP being a potentially important way of resolving it.

Q. If I refer an employee who happens to be alcoholic to the EAP for performance problems, how is it possible for the employee assistance professional to successfully convince the employee that he or she needs treatment, especially if family or friends have never been successful?

A. Not every alcoholic employee who visits the EAP is motivated to enter treatment, but the EAP setting has advantages not available to friends or family members. These increase the likelihood of success. Advantages include the initial reason for the visit and the desire to resolve management’s concern about performance or behavior; the practitioner’s counseling skills; the employee’s lack of knowledge about alcoholism as a disease and its array of symptoms; and the employee’s willingness to accept the EA professional’s direction to enter treatment. The last of these is usually considered the most important because denial prevents acceptance of the illness, and an authentic desire to remain sober does not emerge until after treatment begins.

Q. Some of my employees are better workers than others, so I naturally have a closer relationship with them on the job. My communication may be more friendly and jocular. Does this negatively affect other employees, and if so, isn’t that their problem?

A. You can’t reasonably be expected to feel the same way about each of your employees. You will naturally have favorites, and you will at times communicate differently with them than you do with others. If you do demonstrate a warmer relationship with some employees, it will be noticed. You do have choices, however, regarding the degree to which you demonstrate these behaviors. You should consider their effects and how a visibly different communication style with certain employees may not serve the interest of your work unit. Supervisors who have difficulty exercising control in this regard may be more focused on satisfying their own need for a personal relationship with subordinates than on what is best for the work unit.

December 2009

Documenting Employee Behavior
What to Do With Quarreling Employees
Alcohol and Drug Training in the Workplace
Recovering Employee To Be Laid Off
Employee Has Been Absent 6 Days

Q. I have been documenting my employee’s performance issues for a couple of months. I have kept the notes private because I may need them to prove my case that the employee is not suitable for the position, and if I share the documentation, it will make this harder. Is this okay?

A. Documentation is first and foremost a communication tool to establish a record of events that have transpired, the employee responses to confrontations, and corrective measures you’ve instituted to help your employee meet certain standards. At this stage, helping your employee change or improve is what’s key. If you construct documentation with no intent to share it with your employee, you risk the appearance of treating it as a diary or personal log where you share emotions or other inappropriate formulations of your observations and private thoughts. These can undermine whatever purpose you plan for the documentation later, as your documentation then becomes an obviously one-sided presentation that does not reflect the employee’s acknowledgement of your concerns, his or her reaction to them, or plans and opportunities to make the changes you desire.

Q. I referred two employees to the EAP because they argue frequently and disrupt the work unit. Things are smooth sailing now, but if problems return, should I refer them to the EAP again, discipline them, or call it quits? How many times should I refer misbehaving employees? When is enough, enough?

A. Decide what to do about the recurring conflict in conjunction with your advisors. There is no pat answer to how many times you should attempt an EAP referral, unless an arrangement you’ve made precludes it. For example, you made a “last chance” or “firm choice” agreement with your employee. As a manager you must make judgment calls based upon the experience and wisdom you’ve acquired in your position. Consider the pattern of improvement that your employees make, whether you believe the goal is being met, and whether the negative effects of the behavior are continuing to affect the work unit. Workplace conflict between employees is common, but most people respond well to management intervention. Frequent follow-up is typically the missing piece to successful outcomes. Your insistence on change is important. Meeting with your employees frequently after an EAP referral, even for just several minutes at a time over a protracted period, will help establish and reinforce new patterns of the behavior you seek.

Q. Why would some supervisors ignore a drug-free workplace policy, even after ample training in signs and symptoms? It appears that some people just won’t let go of enabling behaviors, especially when it comes to ignoring alcohol on the breath. What explains such continued willingness to enable?

A. There is an old saying in alcohol and drug education: “A man convinced against his will is of the same opinion still.” This is an argument for doing more than just signs and symptoms education about substance abuse. Particularly important is examining false beliefs, misconceptions, long-held explanations for past events and personal traumas associated with alcohol in the family, and misinformation easily found in much professional literature and popular culture. Such a tough assignment starts with challenging old beliefs about the nature of alcoholism: what causes it, who gets it and why, how it is treated, and how to stop it. These topics have hundreds of years of myths and misconceptions linked to them. Much is entangled with a strong need on the part of many people to explain away alcohol and drug problems in ways that reinforce these long-held beliefs. Until a new view of addictive illness is acquired, old patterns of enabling tend to remain.

Q. My employee’s position will soon be cut because of the budget. The employee is a recovering drug user of less than a month. This is the worst time, I know. If relapse occurs, whose fault is it? Things are going so well with this employee now.

A. Almost entirely, relapses are decisions to discontinue abstaining from substance use. They almost always include a failure to participate in recommended tasks or activities that can thwart relapse—or conversely, a failure to avoid activities and tasks that provoke it. No matter the stressful circumstances faced by your employee, even if terminated from a job suddenly, relapse or successful avoidance of it is his or her responsibility. Many tools, tips, and strategies exist to help recovering persons under stress to avoid relapse. If your employee attended an employee assistance program resulting from your referral as the supervisor, it is appropriate to speak to the EAP about your concern. You will then need to let go of this worry, because the potential relapse simply is not within your ability to prevent.

Q. My employee has been absent six days, and our messages to the employee’s home have not been returned. Coworkers have seen the employee in the community. We might dismiss the employee, but should we have the EAP phone first? We don’t think the employee is an EAP client.

A. Although the employee assistance profession does not clearly prohibit this sort of outreach, making contact in this way does establish a potentially problematic precedent if the employee is not an EAP client. You must consider whether it may taint the EAP’s ability to attract referrals if the workforce were to learn that the EAP could phone them unsolicited. This increases risk to your organization. The desire to look after your employee in this way should not overshadow the importance of that employee taking responsibility for the consequences of failing to come to work. EA professionals follow a code of ethics, but they also rely upon the established principles of helping professions, many of which preclude unsolicited, personal inquiries of this nature.