What to do when weak performers drag everyone down

Leadership, Resolving conflict, Solutions from Your Peers No Responses »

May 222013

Problem had to be fixed, now everyone feels penalized

Managers can spend a lot of time dealing with the problems created by the less-talented employees.

And sometimes solutions impact their best employees in a negative way.

When manager Melissa Burn’s solution for fixing a problem applied to her whole department, two of her best employees felt they were being penalized for others’ mistakes.

Two serious errors in a week

“You really stirred up the hornets this time.” assistant manager Bill Bates said.

“Stirred up the hornets?” What are you talking about? Melissa asked.

“Well, a few folks are taking an exception to your new quality control rules,” Bill said.

“Let me get this straight,” Melissa said. “We had two serious quality issues within a week – and people are upset that I’ve fixed the problem?”

“Who’s upset?”

Penalized for others’ errors

“Jen and George are doing the most grumbling,” Bill said.

“Wait a minute,” Melissa said. “They’re two of the best people we have. They never have a quality issue.”

“That’s their point,” Bill said. “They always get their work done on time – and without errors.”

“You moved all the deadlines up and put n a new quality step, which makes it tougher on them.” Bill said. “They feel you’ve penalized them for other folks’ sloppiness.

Developing morale problem

“No one is trying to penalize them. We’re trying to solve a problem,” Melissa said.

“There are always a few weak links, and the rules are designed to make sure everyone delivers quality – even those weak links.”

“The customer doesn’t care whose fault it is. It’s everyone’s fault when a mistake gets made.”

“Melissa, I know that. And Jen and George know that in their hearts,” Bill said. “But right now, you have a morale problem on your hands, and it involves two of your best employees.”

The Big Question

The last thing Melissa wanted to do was upset her best people. At the same time, she needed to ensure that customers go the best quality the organization could produce.

But she also knew that keeping Jen’s and George’s morale up was key to that same end.

If you were in Melissa’s situation, what would you do? One of the ideas below offered by our readers might provide some guidance.

Acknowledge their excellence, get them to help others

I’d sit Jen and George down individually, and acknowledge the importance of what they do. I’d say, we’re in a bad situation, but we’re still a team, and we need to work together. They need to understand that the quality of their work is by no means reflected in this situation. And their expertise could be put to good use. Melissa should say, since your’re good at this, maybe you can help the rest of the group to your level. She should pick their brains to help solve the problem and say, let’s work together to come up with a plan of action.

Silvonna Ogletree, Supervisor/Team Facilitator, Nestle USA, Fort Worth, TX

Should have asked them first, but get input now

Asking Jen and George for input before trying to fix the problem would have helped. They might have provided some valuable ideas. At this stage, Melissa should call them in and say, this is what I’ve done to try to solve the problem, these are the results I’ve gotten so far, and I’d like your input, because I value it. An apology would also be good – acknowledge the new process isn’t fair to them, and explain she wasn’t trying to punish them. She should say, I want you to know how good I think you are, and I should have asked you for your input before now.

Jeannette Riley, Operations Manager, Muskegon Oceanna Community Action project, Inc., Muskegon, MI

When casual Friday gets too close for comfort

Resolving conflict, Solutions from Your Peers 1 Response »

May 162013

One person’s clothing is making everyone uncomfortable

Most employees appreciate the chance to dress down on Fridays. But sometimes people can take that casual Friday freedom just a step too far.

That’s the situation Erin Gallagher found herself in when one employee got a little too casual.

“It’s raunchy!”

“This job should have come with an explicit content warning,” Brooke Dixon said.

“Explicit content?” Erin looked up from her paperwork. “What’s explicit about this office?”

“You haven’t noticed?” Brooke asked.

“Well, you’re going to have to be a little more specific.,” Erin said. “Fill me in.”

“All I’m going to say is that I’m sick of seeing Liz’s abs every Friday,” Brooke said. “Just because it’s casual Friday doesn’t mean she can basically wear a bikini to work!”

“Come on, Brooke, let’s not exaggerate. It’s not a bikini” Erin said.

“Are you kidding me?” Brooke said. “It’s like ‘Girls Gone Wild’ over there. I feel like I’m at spring break every time I walk past her!”

“Look, her clothes never seemed that skimpy to me. Sure a tight shirt now and then, but Liz’s one of our best employees. And nobody else has complained,” Erin said.

‘Somebody should say something’

“Hey, far be in from me to tell someone what to wear,” Brooke said. “But I’m not the only one that feels this way about it.”

“It’s not like she’s dealing with clients face-to-face today,” Erin said.

“Look, a few of the other ladies are sick of watching her get ogled by the guys every Friday, too. A lot of people are very uncomfortable.”

“That’s strange,” Erin said. “I’m usually the first to hear about this kind of thing.”

“Hey, You didn’t hear it from me.” Brooke said. “But someone should really say something to her. I’m embarrassed for her.”

The Big Question

Tension was obviously building over Liz’s choice of tank tops

Even though Erin hadn’t thought Liz’s clothing was out of line, it was ticking off other employees.

Buy Brooke, who complained, could be a little over dramatic, too.

Erin didn’t want to alienate Liz.

But she also wanted to make sure staffers didn’t start showing up in even skimpier clothes.

If you were in Erin’s situation, what would you do? One of the ideas offered below by our readers might provide you with some guidance

Quiet first warning, then follow up

I’d pull Liz aside and let her know her outfit wasn’t appropriate for the workplace. That way she wouldn’t be embarrassed but I’d still get the message across. Then I’d keep an eye on her for the next few weeks. I’d write her up if it continued. Regardless of whether or not she’s interacting with clients, this is a business and we can’t take a risk by having someone walking around in sexually provocative clothes.

Jackie Coyle, Executive Director, The Shepherd’s Table, Silver Spring, MD

Tell Liz the rules, then tell her she’s valued

Since we have a policy on casual Friday, I’d print off a copy and sit down with Liz. I’d discuss how she’s bending the rules , and tell her we’d had some complaints about her attire. We’re very up front about our policies, and she’s obviously breaking the rules. We’d handle it like any other situation, However, I’d make it a point to end the meeting on a positive note and let her know we value her great work. If she knows she’s a valued employee as long as she covers up a little more, it’ll be effective.

Shauna Knight, Administrative Manager, QORE, Inc., Nashville, TN

Managing Employees from Hell: Keys to Dealing with the Evil Ones

Dealing with Difficult People, Leadership, Resolving conflict 1 Response »

May 082013

Every manager has at least one difficult employee – the one who crushes the morale of all who cross their path.

There’s no silver bullet for dealing with these employees from hell – but there are proven ways to minimize their negative impact.

Here are 4 common varieties from “The Underworld” – and how to handle them:

1) Gabby Gossip: Gabby is great at staying on top of other people’s business and personal info. She loves to share ideas – especially with inappropriate people. Do not underestimate this demon – and she has no loyalties and will take you down in a heartbeat. How to handle Gabby:

Don’t engage. Remember – if Gabby gossips with you, you can be pretty sure she is gossiping about you. An easy way to put an end to the conversation is to say something like, “this is not something I want to hear or talk about” or “I don’t agree. I think he is doing a great job.” The Gabby’s of the world gossip for attention and it takes all the fun out of it – if you choose not to engage.
Don’t believe the hype. Gabby loves to get people “all worked up.” Don’t overreact to rumors. You may feel the need to get to the bottom of what you are hearing. But remember, that just because someone said it – doesn’t make it a fact – especially if it comes from a known gossip. Gabby would love to see you kill workplace productivity over the investigation of her rumor.
Improve communication. Gossip may be a sign that your people are looking for more information. It is natural for people to fill in unknown gaps with the worse case scenario. When you keep your folks better informed and are more open about what is going on, you remove the need for people to listen to Gabby.

2) Billy the Bully: Billy craves power and control. People around Billy feel as if they are constantly walking on eggs shells – and are constantly worried that this dark lord could “explode” at any moment. As a manager, if you choose to ignore Billy’s behavior – you will pay with a decrease in team productivity and an increase in turnover. Here’s how to handle Billy:

Create awareness. Let your team know that you will not tolerate bullying behavior. It’s important for your people to know you are committed to creating a safe environment. If someone informs you of bullying behavior, you have a responsibility to investigate.
Let Billy know you know. The longer you wait, the more you enable the destructive behavior. Once you identify the behavior, you must have the one-on-on conversation. The goal is to explain to Billy that you are aware of the behavior. The more specific you can be, the better. For example, “Billy, it is unacceptable to yell at Carol in the workplace.” If you can address the behavior early on – there is a better chance of stopping it.
Punch the bully in the nose. Not literally (although he may deserve it). Everyone remembers a version of the story from the elementary school playground. Someone stood up to the bully – and the behavior ended. Same goes for the workplace. If you let him know that the next step is a written warning, followed by possible termination, there is a good chance you will see a behavior change.

3) Stevie Slacker: Stevie looks for every opportunity to do the minimum. It seems he is constantly on his cell phone, the slowest to complete his tasks and the last one to help out a co-worker. The most destructive part of his behavior is how it crushes the morale of others on the team. It’s hard for others to get motivated and work hard – when this serpent is slacking – and getting away with it. How to handle Stevie:

Clarify expectations: Make sure it is clear what you expect from Stevie and how you plan on measuring it. His goals should be specific, attainable and measurable. For example: “Stevie, I expect you to answer 20 phone calls an hour - and summarize all of your calls by the end of each day.”
Explain the impact: Let Stevie know how his actions impact others on the team. For example, “Stevie, when you answer less than 20 calls an hour, your team members have to pick up the slack – causing more stress for the rest of the team.”
Have Stevie be part of the solution: There’s always a better chance of a behavior change, if the employee helps create the solution. For example, Stevie may say the reason he is not taking 20 calls an hour is because he spends too much time on each phone call. You could ask him for ideas on how he could shorten each call. Maybe he needs more training on the product or his phone skills?

4) Whitney the Whiner: It seems like Whitney is never satisfied – as if it was part of her job description to complain. This princess of darkness can bring down the morale of a room – with one simple sentence. How to handle Whitney:

Ask questions. When Whitney brings you a complaint, many times, our initial reaction is to solve the problem. This is exactly what Whitney wants. This takes all of the accountability from Whitney and places it on us. A better solution is to ask a question like “How would you propose we solve this?”

Be solution-focused: Don’t stop with the initial question. Follow-up questions are key – to helping Whitney become solution-focused. Examples are “What are your options?” or “What else could you do?”

Looking for more solutions: Check out this Executive Report titled Managing Employees From Hell: Discipline That Gets Results

Top performer doesn’t play by the rules – and co-workers are grumbling

Dealing with Difficult People, Employee feedback, Solutions from Your Peers 10 Responses »

May 022013

The Scenario

“Being a manager would be a lot easier without employees,” sighed supervisor Ford Swick, dropping into that chair across from HR director Stu Capper’s desk.

“True, but the pay probably wouldn’t be as good.” said Stu. “Something you want to talk about?”

“It’s Mike Sands,” said Ford. “My most productive employee – and the guy who doesn’t think the rules apply to him.”

Why should top performer be penalized?

“What’s going on?” asked Stu.

“Well, he often comes in late,” said Ford. “And then, he often leaves early. But his work’s always done – and done well.”

“He’s my best performer – hands down. And the other people in the department know it. They’ve always been a little jealous of Mike’s schedule, but now that we’re all carrying a heavier load, I’m beginning to hear some complaints.”

“OK, the obvious question: Have you talked to Mike?” asked Stu.

“Naturally,” said Ford, frowning. “His answer is that his work is always done. Nobody ever has to cover for him. And why should he be penalized because the rest of the department can’t work as efficiently as he does?”

“He has a point – sort of,” Stu admitted. “But the rules apply to everybody.”

“I know. I know,” said Ford. “I’ll tell you what, though – we can’t afford to lose this top performer. If I put my foot down, the company could lose a very productive individual.”

If you were Stu, what would you do next?

Reader Response

Elissa Douglas, HR Director, Independent Living Services, Conway, AR

What Elissa would do: I’d meet with Mike and ask him if he has any special needs that require flexible scheduling. Since he’s a highly valued employee, we can probably give him a flexible schedule to suit his situation.

Reason: Mike may have some needs that we weren’t aware of, in which case we can try to accommodate him. If other employees have a problem, they’ll need to understand that the flexible schedule is a reward for his great performance.

Darla Kofanda, HR Generalist, 1st United Bank, Faribault, MN

What Darla would do: I’d start putting Mike through a progressive discipline procedure, starting with a written warning. If Ford objects, I’d explain that Mike’s behavior is causing morale issues that are hurting his whole department.

Reason: Ford needs to see the whole picture. Letting Mike break the rules will upset other employees. Then their performance might suffer – and they may even leave the company. The health of the whole department is worth the risk of losing one person, no matter how great his performance.

Greg Bowes, Operations Manager, Viking Plastics, Inc., Corry, PA

What Greg would do: Mike needs to understand that it isn’t just his own performance that’s at stake. His co-workers rely on him to come in on time and work the full day. I’d sit down with him to explain that, and then work with him to set a goal for improving his attendance. If he doesn’t reach the goal in a set amount of time, maybe he’s working for the wrong company.

Reason: Mike may individually be a top performer, but he isn’t a great value to the company if he won’t work as a teammate with everyone else.

Are you crushing employee engagement – without even knowing it?

employee morale, Leadership, Motivation 5 Responses »

Apr 242013

Employee engagement is a little like the weather. Everyone talks about it, but changing it’s another matter.

You know that in the 2013 workplace, as employee engagement goes, so goes productivity.

The front-line warriors in the employee engagement battle are The Manager!

Well-meaning, but dangerous

Can you think of any manager who actually sets out to kill employee engagement? Probably not. Many times, it’s a lack of awareness.

Other times, managers let short-term productivity pressures interfere with the right decisions – and end up paying for it down the road.

A lot of the time, managers kill morale without even knowing they’re doing it.

Here’s how you can avoid that trap, according to employee productivity expert Bob Kreisberg:

Set clear expectations. Everybody, from the janitorial staff to the CEO, needs to know what’s expected of them, both on a short and long term basis – to boostemployee engagement.

You know employees need to have a gauge on how they’re doing. Without clear benchmarks, they have no way to measure whether they’re pulling their share of the load. Without that knowledge, it’s tough to feel like part of the team.

Take into account individual strengths and weaknesses. Some managers tend to think of employees as interchangeable parts. You plug one in here to do this job. Staff changes are simply a matter of moving the plugs.

That approach may have worked on Henry Ford’s original assembly line, but its not effective today.

Short-term, it may make sense for managers, but such a practice often ends in a misuse – or outright waste – of talent. And when are your workers happiest? When they feel they are using their true talents to help the company achieve success.

Get employees focused on key issues. This means keeping workers in on the big picture – what the company’s goals are, the progress being made, and the department’s role in achieving those objectives.

It’s easy to get dragged down in the details of day-to-day tasks. If employees understand how all the small things they do help drive the company to greater success, they can put those not-so-glamorous tasks in a positive perspective.

Find the positive. Sure, we’ve all heard that a million times. Like every manager should give each employee positive feedback at least once a week.

What if a manager really can’t see anything to compliment an employee on?

If that’s truly the case, you’ve got a bigger problem on your hands. If an employee doesn’t do anything praiseworthy in a week’s work, should he or she really be working for you?

Exchange ideas in a positive, open forum. Another of those ideas that gets a lot of lip service and not much action – hurting employee engagement.

It’s not enough to just tell people “Come to me anytime. I welcome your ideas.” Managers need to make a conscious effort to set aside time to hear employee input – formally and informally, in groups and from individuals.

Yes, such a practice might take a bite out of actual production. But there’s a stronger possibility that your employee’s input will help improve processes or drive more business.

Stop conflict from poisoning your workplace

Dealing with Difficult People, Leadership, Resolving conflict 2 Responses »

Apr 182013

Many times we all wish we could just ignore conflict. Sweep it under the rug. Pretend it doesn’t exist.

We all know where that leads: Unhappy, angry, bitter employees.

And it doesn’t stop there. These employees will poison your workplace. If they cannot talk to you about it, they will surely talk to others.

Making peace: A 6-step guide

When we address conflict head-on, we create a more positive workplace for everyone. There is less stress, increased morale and greater productivity. There is no silver bullet, but here are six guidelines to stop conflict.

Recognize it’s “us vs. a problem,“ not “me vs. you.” No good comes from digging our feet in and trying to prove who us right and who us wrong. Instead, we need to work on addressing the issue, not pointing fingers. By re-framing the problem in a way where the two of you are solving the same problem, there are greater odds of getting to a mutual solution.

Clarify what you heard. teach yourself to rehash the problem as it was explained to you. This ensures everyone is on the same page. For example, you can say, ” What I heard you say is…Is that correct?” If you are unsure and trying to get to the true issue, you can ask clarifying questions such as “When you say that, what do you mean? or How so?”

If things get hot, move to a new place. If a discussion becomes too heated, ask to move far from any potential ease droppers. When people know others are listening, it changes the dynamic. The hair on the back of the neck stands up a little taller; tensions become a little greater. Also – by moving the location, it gives everyone a chance to breathe, creating the potential for more productive conversations to stop conflict.

Don’t spread the word. People always need to be reminded not to involve others outside the issue. It is common to want to get a peers’ point of view. Many times, that person is only looking for support of their point of view. The more people who are added, the more complexity is created, the harder to get to a positive outcome. To best way to stop conflict is to have the two people communicate and address the issues themselves.

Give it a day. People explode in the direction of others. It’s human nature. But that doesn’t always mean its personal. Wait 24 hours before responding to an outburst. Best case, it may blow over. Worst case, emotions will be more in check – creating a better environment to end the conflict.

HR can mediate. As a last resort, if it seems the two of you can’t reach a resolution, HR or another neutral 3rd party can get involved – as a mediator.

8 key questions to keep top performers

Leadership, retention No Responses »

Apr 102013

You know the old saying: Employees don’t quit companies – they leave bad bosses.

Employees just don’t have the loyalty that earlier generations had. Changing jobs just isn’t a big deal today

The first line of defense to keep top performers is YOU – the manager

It all comes down to: how do we find out what do our employees really want?

It’s not that the right questions are so hard to find. The problem is, many times we don’t use the questions properly. We don’t dig deep enough to uncover what’s really on the minds of our employees.

Here’s a checklist of questions – and some insights why they’re important – from HR expert Timothy Augustine

How do you feel the company and your team are doing?

Many employees aren’t used to being asked big-picture questions. This one flips the traditional roles – and shows that management sees workers as more than separate cogs in a massive machine.

If you could change one thing about our company, what would it be?

Augustine cautions that the answer might be painful – but the questions must be asked – to keep top performers.

The answer could uncover some basic flaw in the operation that might be hurting not just morale, but the bottom line

What would you change about your job?

Certainly there are a lot of silly possible responses here (“I’d like to be paid a million dollars and not have to come in”), but the serious answers can help managers rethink job requirements.

And small tweaks can make for a big lift in job satisfaction and keep to performers.

Do you get enough training to do your job effectively?

It’s more common than a lot of managers realize – poorly trained workers don’t perform well, and then get disillusioned about their jobs.

Supervisors can often stop an employee’s downward spiral with some basic training – and keep top performers.

What’s most satisfying about your job?

Some managers use this query as a kind of “throwaway” question – it adds a warm and fuzzy feel to the discussion.

But the smart ones really listen to the answer. It can help supervisors to better understand workers’ motivation, and could open new possibilities for expanding an employee’s role in the department.

What’s least satisfying about your job?

Another “softball” question, but again, serious answers can give savvy managers a lot of useful info.

You may realize a certain employee would be a better fit in an another capacity – or even another department.

How do you feel I am doing as a manager?

Supervisors may have to dig deep to get a genuine answer to this one – and they need to be prepared to hear some not-so-flattering stuff.

Lip service about how great they are as a boss doesn’t cut it.

Managers need to look at themselves through employees’ eyes – to keep top performers. Without that perspective, they can’t make the appropriate adjustments.

How can I, and the company, help you fulfill your career goals?

This question serves a couple of purposes: It proves the manager’s interest in the individual’s success, and it can uncover interests and expertise the company will profit from down the road.

5 sins managers make – that crush employee morale

employee morale, Leadership 6 Responses »

Apr 032013

Focus on removing de-motivators vs. trying to motivate

Managers often focus on incentive programs and other “flavor-of-the-month” ideas to improve employee morale. But there’s a simpler way to attack this: Identify and change the behaviors that are crushing motivation.

When employees start a job, most have tons of energy. They want to run thru walls to achieve great things. For many, something happens along the way that destroys their motivation.

That something is usually their manager.

Here’s a list of 5 common sins managers make – and specific steps to change those actions - courtesy of Cyndi Maxey

Public humiliation

This is a holdover from the outdated classic ”command-and-control” management style. Dressing down employees in front of their co-workers is probably the least motivational tool available. There may well be times when managers have to correct employees in a group setting, but it should be done in a non-critical way.

Any overall comments on a worker’s performance (“That’s the third time you’ve screwed up this week”) should be made in private. If they’re made in front of an audience, the message is lost behind the workers’ feeling of humiliation.

Withhold praise

Hard to understand but many managers just can’t seem to be able to tell their reports they’re doing well.

Here’s an example of an employee whose supervisor rarely offered him an encouraging word. One day the employee was surprised when the manager stopped him and said, “I just want to let you know you’re doing a good job.” The employee was stunned for a minute, until the manager added: “They told me to say that at supervisor school to improve employee morale.” Nothing like a heartfelt pat on the back.

Don’t follow-up on ideas

Many managers give lip service to the idea of employee input – and a lot of them never act on any of the ideas they hear.

Not every idea is a good one. Some are too costly, some don’t fit the company’s overall plans, and some just won’t work.

But managers need – at the very least – to acknowledge employee contributions. And if an idea can’t be implemented, the employee should be told why.

Keep ‘em guessing

Poor managers communicate in generalities, putting employees in the position of having to make assumptions about what is expected of them. It’s the old “No, that’s not right…I’ll know it when I see it.”

The technique is the ultimate productivity killer – not to mention its affect on employee morale. Without a clear set of expectations, how can employees possibly succeed?

Ignore individual differences

Of course, managers have to be consistent – you’ve hammered that into their heads in order to keep the company out of legal trouble.

But all employees are different. Everybody brings slightly different styles and values to their workplace experience. Too often, managers reward individuals who are most like them and punish those who are different, crushing employee morale.

Employees thinking of jumping ship? 5-step plan to keep ‘em

Leadership 3 Responses »

Mar 262013

Restructuring departments, layoffs, and shifting priorities. These are just a few examples of the types of change – managers are dealing with every day in the workplace.

If handled correctly, many employees will see change as an opportunity for the company and their careers.

If handled poorly, a manager can quickly see their department turn into a bunch of Peter Gibbons – with apathetic, soul-sucking attitudes – sending your best employees running for the doors.

Worse, staffers are questioning the trust they have in their organizations.

The statistics aren’t promising. Recent surveys have shown 34% of employees plan to look for a new job when the economy improves.

Almost half (48%) of those hoping to jump ship said they no longer trust the company they work for. And 46% cited a “lack of transparency” in communications from management.

Four in 10 said they’d been treated unfairly or unethically.

That doesn’t feel good – for companies and managers, who have to clean up the mess.

A muti-step plan

Michelle and Dennis Reina, of the Reina Trust Building Institute, offer a multi-step approach to restoring the connection between employees and employers. The key? Communication?

But be warned: Their plan is likely to require managers to move outside their comfort zones.

1) Own up to what is going on

Bosses need to do more than explain the situation. They have to step up and acknowledge they understand how employees feel. When done in public way, this oral acknowledgement can help employees feel a lot better. Managers who truly connect with employees when things are tough – will be rewarded when things get better.

2) Let ‘em vent

Providing staffers with an environment to express their feelings can help ensure workers’ emotions don’t go “underground” into the world of rumor and gossip.

3) Offer support

You’ve likely got some kind of employee assistance program – now’s the time to advertise it. Anxiety and depression are common reactions to workplace pressures brought on by big changes. And then there are the nitty-gritty money issues – paying the mortgage, college costs, medical bills. Help and reassurance are available. Make sure your employees know where to find those resources.

4) Help them think big picture

Managers can help their people see the big picture – like the business reasons behind recent company changes. And don’t forget to stress the opportunities that could well be coming after the company gets through this rough patch.

5) Help people move on

Once people have heard talk about the different changes and employees have had a chance to discuss their reactions, it’s time to get people to buy in to the company’s future.

Employees may not forget what happened, but they can choose to look forward rather than stay stuck in the past.

The key ingredient is engagement – sparking individual enthusiasm about the role each worker will play in getting through the changing times, and thriving in the coming good times.

Responding to unique conditions

We can hear the grizzled veterans groaning: “We can’t waste out time doing group therapy with our staff. We’ve got a business to run.”

That’s understandable. But the U.S. hasn’t gone through anything like this since the Great Depression.

And it’s clear staffers are restless. Yes, there’s a business to run – but it’s not going to run well if people jump to new jobs in large numbers.

So bosses may have to step into the “touchy”

He said, she said: How to ease the pain of employee disagreements

Dealing with Difficult People, Leadership, Resolving conflict No Responses »

Mar 182013

They always say that there are 3 sides to every story: His, Hers and THE TRUTH.

When it comes to employee disagreements in the workplace – we can cross our fingers – and hope they work it out themselves. But we’ve seen where that leads: escalating conflict, decreased productivity and squashed morale for all involved.

As managers, there are times when we are going to have to address – and help resolve – employee conflict. There are no quick fixes, but here are 4 tips to make things a little easier.

Use surprise – and keep it casual

Sometimes it is best not to start with a formal meeting where employees may feel that they are being pushed into a corner and become defensive. The key: Take people by surprise.

If you need to talk with an employee, your best bet is to simply walk up to him or her and ask to chat for a minute.

That way staffers won’t have time to think about the consequences of what they tell you or invent a story. And keeping things casual is a great way to get workers to talk candidly.

Start with “Tell me about..”

The best way to begin a conversation is with three simple words: “Tell me about…”

Asking an open-ended question forces the employee to tell you a story, giving you more information than if you’d just asked a series of yes-or-no questions.

Plus it gives you a chance to observe the employee while he or she talks to better understand the level of conflict that exists – and how open they are to bridging the gap with the other employee.

Avoid personalities and opinions

There is a strong chance that you already know the employees involved – their work records, their personalities, their strengths and faults.

It can be difficult to block all that out and make an unbiased decision – but you must block it out.

That employee who’s proven to be a repeated gossip several times before – just might have been silent this time.

The lesson: Make decisions on the facts, not past behavior.

In the same way, an employee offers an opinion about what happened, don’t immediately treat it as fact. “George was drunk: isn’t the same as “George was acting strange and smelled like alcohol.”

When someone offers such an opinion, you should immediately dig deeper “Why do you say that? What would lead you to think that?”

Don’t promise confidentiality

Confidentiality means “I’m not going to discuss this with anyone.” It’s a promise that probably can’t be kept, since almost certainly at some time, the details will discussed with others – a supervisor, someone in HR, or another person who was involved.

And if you make a promise of confidentiality and don’t keep it, you likely have another incident on your hands.

A better bet: “I will try to keep this as low-profile as possible, but it’s almost certain that I will have to discuss it with some other people to get all the facts and make a reasonable decision.

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