The Situation Room

Questions and Answers with Paula J. MacLean

The following Questions are based on real-life situations in workplaces across Canada. More information on all of the topics below AND many more are available in The Supervisor's Big Book of Answers; From Hiring to Firing; Taming Turnover Great Boards Plain and Simple; and 7 New Rules for the Sandbox. All are available for order from Silver Creek Press

Situation 1

I've been working for my employer for 4.5 yrs and consider the people I work with to be my friends. Recently, I was successful in getting my first supervisory position. Some of my former coworkers are taking liberties i.e. coming in late, taking longer breaks etc. because they think that as their friend, I won't mind. How can I get them to stop without hurting feelings or losing friendships?

Michelle, Montreal

Dear Michelle

The work of a supervisor is certainly not always easy – as you are finding out! Chances are that not everyone is taking advantage of your relationship by coming in late or taking longer breaks. So, you must identify the one or two people who are, ask to meet with each of them briefly and privately (in a room with a door and walls that go to the ceiling OR at a time when no one else is present). Each meeting should be no longer than 5 minutes or so. Don't make a bigger deal out of this than it is – keep it short and sweet with each person. First, acknowledge that you and the team are in transition because you are in a new role. Indicate your intention to always treat people fairly and respectfully. Then, tell the person that your standards for being on time and taking breaks have not changed from previous expectations. This applies to everyone on the team, including you as supervisor. Ask his/her for their cooperation with being on time in the future. Throughout the discussion keep your tone calm and your words clear.

If this is the first time for you giving "constructive critical feedback" then do some practicing beforehand with someone you trust or in front of a mirror. Practice the first minute or two of the discussion – getting started is always the hardest part! This is just the first of MANY times that you will be required to give feedback, you may as well learn as much as you can from the experience.

One final tip, unless everyone in the team is "taking liberties", then do not address this issue at a team meeting or with the group as a whole. When a supervisor deals with an issue (that relates only one or two people) indirectly in a group setting, the likelihood that the feedback will be effective is decreased. You also run the risk of offending those who are not being late and not taking advantage of your friendship. Direct private feedback may be more difficult for you. However it is also more effective and more respectful. This will earn you "points" with the rest of the team for your skill and courage. And, one final point … sometimes work-based friendships do change when our roles or jobs change – so be prepared for this possibility too!

Situation 2

Help! I don't know what to do. On Friday last week, a few people from the office went out for drinks at a local bar and, to say the least, it got a little rowdy. The police were called and the "incident" was covered in the local paper. As their manager should I say or do anything about this? Should the employees be disciplined?

Sam, Kelowna

Dear Sam,

In general, what employees do on their own time is their own business. However, some "off-duty behavior" may reflect badly on the image or reputation of the employer. Although you should not discipline the employees (because their activities were off site and after working hours), you may want to meet with the group who were at the bar and express your concern for how their behavior may reflect on their employer and on their other co-workers. These issues are more likely to be a concern in smaller communities. If the newspaper named your organization as the employer of this rowdy group, it is even more important for you to address the concern with them. Keep your discussion with them calm and matter-of-fact. Suggest that you will regard this as a one-time incident that will never occur again.

Situation 3

As a supervisor, I like to believe I set the bar high and lead by example. I don't have any problem with putting in extra hours to ensure things get done. The problem is with a certain person on my team who refuses to put in any more effort than what is needed. Shouldn't people be expected to occasionally work beyond 5:00 PM? How can I convince him that it's for the greater good that he adopt a better attitude?

Lin, London

Dear Lin,

You make a good point that occasional overtime is likely an expectation for all employees once in a while. However, it is important to ask this employee a few questions about why he will not work a few extra hours. You seem to feel that he is unwilling to work longer hours. However, it is possible that he is unable to go the extra mile for personal, professional or family reasons. For example, he may have to care for young children so his partner or spouse can go to work. He may have a health issue that limits how many hours he should work. He may have a second job or perhaps he is going to college in the evenings. It is worth your time to have an informal chat with him to find out what could be at the heart of this issue. If he just prefers to go home and wants to have work-life balance (like many people who have over-worked in previous jobs) then he is within his right to refuse to work extra or overtime hours.

If overtime is routinely expected then I would suggest that you indicate this to all candidates during their employment interview. In addition, in the offer of employment letter and in the employee's job descriptions you should clearly state that occasional overtime is expected. You may also want to specify the maximum number of hours expected per week or per month. Employers have a duty to inform employees what the "conditions of employment" are at the beginning of the employee-employer relationship.

Finally, you could inform the group (in writing and/or in a meeting) that occasional overtime is now being expected of all employees. Ask all employees who are unable to meet this expectation to call you and meet with you privately so he/she can explain their situations and so you can plan overtime expectations around their personal circumstances. Finally, in most circumstances employees should be paid for overtime hours worked. Provincial regulations and union agreements determine the rates of pay owing and whether time-off can be given in lieu of overtime worked. People in management roles are usually exempted from the expectation of payment for overtime hours. Some employers negotiate time-off in lieu, extra holidays or bonus pay to recognize the extra hours worked by people in management roles.

Situation 4

I've worked for the same company for 3 years and was recently promoted to a leadership position. I had no idea when I accepted the job that I would be crushed by the workload. I'm working long hours, never seem to be caught up and I'm exhausted and feel like throwing in the towel. Can you provide any advice?

Marcy, Vancouver

Dear Marcy,

You are not the only manager to experience an excessive workload and exhaustion as a result. Let me say this first, no job is worth compromising your health or your relationships at home. Now, the real question is, "Can you find a way to solve this problem?" First, some of what you are experiencing is the result of learning your new job and the transition into management. Contrary to what many employees "on the line" believe, being a manager is just plain hard work! One strategy is to compartmentalize each piece (task or problem) of what is required of you. Don't look at everything all at once – that just makes the whole thing more overwhelming. If you have access to someone you trust at work (even perhaps someone who has done a job similar to yours), share with them your challenges and frustrations. He or she may help you balance your perspective and re-frame some of the stressful problems you are facing.

It is very important that you have a conversation (private and one-to-one) with the person to whom you report. Go into this meeting having clearly identified the major issues and have a few ideas or suggestions for how these can be dealt with. Be a problem solver, not a problem finder. Engage your manager in helping you find ways of solving problems that will lighten your load. By the way, excessive workloads are usually a symptom of other underlying problems, so think about what these problems are before your meeting.

You might consider what things could be put on a back burner while you deal with the most important priorities or problems. If there are any tasks that can be delegated to others who are capable and willing to take them on, then do so. Are any of your challenges short-term, transitory or seasonal? If so, hunker-down and set your attitude to weather this temporarily highly stressful period. Another good idea is to acknowledge that you are only one person, and that you cannot do it all. Here's a reality check for you: All the work will never be done. If it was, you would not have a job. There is a difference between being challenged and busy and being swamped and overwhelmed. If you continue to feel like you are sinking and cannot find ways to make the situation better, then consider transferring to another position or dust off your resume and find a position that is a better fit and not quite so stressful.

Situation 5

There are two people on my team who just don't get along. I'm going to have to take some kind of action because they are starting to hurt the team. How should I handle this?

William, Regina

Dear William,

Conflict which hurts the team hurts the clients or customers they serve. Team harmony creates quality customer service. Before you jump into trying to solve this problem you need to do some detective work to find out what is going on and why. Getting the whole picture is important for creating workable solutions. Meet with each person privately. Ask each of the following questions: Does the person agree there is a problem? How long has the problem been going on? What event (or series of events) seemed to cause the problem in the first place? What does each person think is at the root of the problem? What does the person need (or what is important to them) for the conflict to be resolved? Are there any other ideas or solutions that would help the situation?

Based on their answers to these and other questions, you will likely have some idea of what the actual underlying issues are. Recognize that neither person is entirely wrong. And neither is likely to be entirely right! Resist the temptation to use band-aid solutions that are short-term and superficial. Examples of these types of solutions are: the two people "agree to disagree"; or they say "we will communicate better with each other"; or "we will treat each other will respect". While people may agree to these solutions, the likelihood that these will resolve the conflict is very low.

Be aware that either or both individuals may not be doing their job(s) as well as expected. This may be a symptom or result of the conflict (they are distracted, upset or reacting to the tension). However, poor job performance by one member of a team can cause conflict-like symptoms within the team. Address the performance issue by giving feedback, training, coaching and even using disciplinary action if required. When the person's performance improves, you should see an immediate and long term reduction in conflict with other team members.

Situation 6

I just spent 2 hours in management meeting that went nowhere! I just don't have the time to waste. Next week is my turn to chair the meeting. How can I keep everyone on track?

Jill, St. John's

Dear Jill,

First, check that you need to have the meeting at all! Are there things on your agenda that could be dealt with in more efficient ways? Next, make sure there is a written agenda, ask for others to contribute to it in advance and send it out to everyone who attends the meeting. If there are written materials that must be read prior, send these with the agenda and ask that everyone read and digest the information prior to the meeting.

Prioritize your agenda with the most important things at the top. Many agendas put housekeeping, minor or fun items first. This is a waste of the best energy of the group, which is always at the beginning of a meeting. Put these items in the middle or toward the end of the meeting and put the "meat and potatoes" items at the top. This also helps people get to the meeting on time, because the big stuff is discussed first!

For each item on the agenda, identify its purpose as one of the following: For information only; For information and discussion; For discussion and decision. Allocate more time for items that require decisions and spend the least time on items that are for information only.

Confirm in advance how the decision will be made by the group. Will you use something as formal as motions and votes? Will you work toward consensus of the majority? Will the senior manager make the final decision (during or after the meeting) using the group's input?

As chairperson, start and end the meeting on time. If the group has a history delaying the meeting to await the arrival of late-comers, inform everyone in advance that the meeting will begin promptly and identify that the most important item on the agenda will be dealt with first. If the group needs time to visit and connect, suggest participants come for coffee and muffins 30 minutes prior to the meeting's start time.

Be prepared to respectfully but assertively redirect conversations that go off topic ("This in interesting stuff we are talking about, but let's get back to ______."). If people are having side conversations, stop talking and let the silence of the group give them the message that there can be only on conversation at a time.

If you have access to a flipchart, use it to write down key points (in point form). This gives the discussion a focal point and helps people to not repeat comments or ideas that have already been made. If you need to make a decision, take a minute to summarize the key points of the discussion and if a decision seems obvious, summarize this too.

Finally, at the end of the meeting, ask the group for some feedback about what went well and what could have been done differently or better the next time. This is not only helpful to you as you try out some better meeting management strategies, it will help others in the group who will chair future meetings.

Situation 7

I'm an experienced but new Director of a large daycare. I have attended 3 monthly meetings with the Board of Directors. The Chair of the Board appears to want to be involved in and informed about day to day business within the center. She calls me at least once a day. She insists on sitting in on hiring interviews that have been arranged for the coming week. I see no reason for her to be there. What is your opinion?

Darlene, Halifax

Dear Darlene,

Board member involvement in operations is one of the most common challenges experienced by Executive Directors of not-for-profit organizations. As a rule, the involved members intend to be helpful and don't see their behavior as interfering. Occasionally, the board member(s) don't trust what is going on, so they get involved as a way of improving accountability.

Regardless of their motivation you are correct, board volunteers should not be involved in day-to-day operations of your centre. Darlene, this is a board policy and training issue. Your predecessor didn't manage to help the board find a meaningful and appropriate role, so this task now falls to you! First, the full board should have a discussion about what type of board it wants to be (operational, policy or policy governance/Carver). It should approve a motion that records the result. Bring to the board table some materials such as those contained in my book Great Boards Plain and Simple) that will help them with this discussion. Then they should strike a committee that will develop job descriptions (or role descriptions) for each executive position (Chairperson, Treasurer, Secretary, Past Chairperson) and for directors. During this process, it will become increasingly clear that board members have a vital role to play without becoming involved in operational matters.

Work at creating trust with your Chairperson. If your board has not created policy that defines the role of the board and its members, she is likely doing what she thinks she should do.

The board should also participate in training using an outside facilitator who will make a presentation to help the board understand their role and also engage the board in a discussion to help clarify key components of this role. These key things include: The board has ONE employee (you); the board speaks with one voice through motions; the board and executive director are partners, each with their own defined and limited roles; the board is the trustee of centre financial well-being; the board must hire, guide and appraise the executive director.

Depending on the competence of the previous Director and the relationship she had with the Chairperson, your Chair may be continuing to do what she needs to do to ensure you are doing your job. You must gently and respectfully nudge her back into a more appropriate role. When the board as a whole understands its role, chances are that she will be quite busy working doing board work rather than operational work.

I would also suggest that you set up a regular update meeting in which the two of you will meet face-to-face to work on board-management challenges. Meet at least once a month (you can also prepare the board meeting agenda at this time) or as often as once every two weeks (which might be better for her given her current need for information). Do not focus your meeting on operational issues. You could give her brief operational highlights of some of the good things happening in the centre. For example, "We are fully staffed right now and that feels great to all of us." Or "Our licensing inspection happened last week and the inspector had some very positive things to say." Or "I talked to the ABC service club chairperson last week and he said he would like to meet with you and me about a donation."

It is not appropriate for a board member to attend employment interviews. However, this is a symptom of the things I've identified above. It is annoying but also not likely harmful. Be careful that you don't read ill-intent into her motivation. You have two choices. You could ask her not to attend interviews, and risk offending her. When trust in relationships is breached, it can be very hard to recover. Or, you can live with things as they are for now. After you've had a chance to create a trust-based relationship with her, she may no longer see the need to participate. Or, after the board discusses and clarifies its role, then she will understand that she should not attend interviews because it is within her role to do so.

Be patient. Teach and support your board. Create good relationships with your board partners. Pick your battles very carefully.

Situation 8

I have a new employee who has been on probation for 2 months. He is coming along but is still in a learning curve. Can I extend his probationary period to 6 months to give him more time to learn the skills he will need to do his job well?

Raffi, Winnipeg

Dear Raffi,

You should familiarize yourself with the Employment Standards regulations for the Province of Manitoba. If your organization is unionized, then it is your collective agreement that will give you direction on extending probation for this employee. Union agreements always specify under what conditions probation can be extended, how this is done and who must be involved and informed. Employment Standards regulations apply to all non-unionized employers and all out-of-scope employees (e.g., managers) in unionized workplaces.

As a rule, Employment Standards regulations set out a 3 month probationary period. The human resource policies of your organization should match this duration because provincial regulations always supersede (overrule) employer policies. In some provinces, extending probation is allowed by provincial regulation when the employee needs more time to learn the job or to improve their performance. The employee should be notified in writing that the probation is being extended and reasons given. I would recommend that the employee's supervisor meet face-to-face with the employee and tell them why the decision has been necessary.

Some provincial regulations make no reference to extending probation. If this is the case for Manitoba, then you should have a written policy that tells you when and how probation may be extended.

Finally, some provincial regulations prohibit extension of probation. In this case, you must maximize feedback and coaching to help the new employee improve as quickly as possible. At the end of 3 months, you must make a decision to retain the employee (who may still require additional support) or to terminate his employment because you believe that he will not be able to meet the requirements of the position even with additional coaching.

Disclaimer:

The information contained herein is intended as ideas only. The author and publisher are not providing legal or professional advice. If legal or expert advice is require, the reader is direct to seek the from an competent practitioner. The author takes no responsibility for how the information is used by the reader. The author is also not responsible for any decision made by the reader, nor any consequences arising from these decisions.