1) Provide positive re-inforcement.
2) Listen to employee's concerns and address them.
3) Get the employee's input.
4) Provide information on a timely basis.
5) Don't over or under manage.
6) Treat ALL people with respect.
or in other processes seeking information for one reason or another. OPEN ENDED QUESTIONS 1) Tell me about . . . . . 2) Would you tell me about . . . . . 3) I'd be interested in knowing . . . . . 4) How did you feel about . . . . . 5) Would you explain . . . . . 6) I'm not certain I understand . . . . . 7) Would you explain that in more detail? . . . . . 8) What do you mean by that? . . . . . 9) Tell me more about . . . . . 10) Perhaps you could clarify . . . . . 11) What was there about that that appealed to you? . . . . . 12) What prompted your decision to . . . . . 13) How did you happen to . . . . . 14) Has there been any opportunity to . . . . . 15) To what do you attribute . . . . . 16) Why did you consider . . . . . 17) What prompted you to . . . . . |
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SEPARATE the employee's conduct on the job from his/her disability. Even if alcoholism rises to the level of a disability and is protected under the ADA, you have the right to discipline poor behavior, regardless of whether it stems from the disability (e.g., you can't fire an employee for being an alcoholic, but you can terminate for violating a no-drinking-on-the-job-rule).
CONSIDER leave as a form of reasonable accommodation. Remember, you MUST explore accommodation options that will help an employee perform his/her job; leave for treatment may be one of them.
WHETHER an employee seeks treatment before or after a manager's investigatory wheels have been set into motion, your duty to accomodate doesn't change.
IF YOU suspect an employee of having a substance abuse problem, it pays to investigate before disciplining any potentially related behavior.
Vol. 14 No. 1 July 1, 1999
| Uncover Strengths in your products or services that you may not see by asking your customers this question: "If you recommended our product or service to someone, what would you say?" |
| Time To Chat? You've heard this advice: If you don't want to be interrupted, avoid eye contact with those passing your desk. But the reverse is also true: You should respect others' time by not assuming they have time to stop and chat. |
| Drop "We can solve all problems" in favor of "We can solve some problems, but we have to manage others." Reason: You often can't solve inherent tensions such as team versus individual or cost versus quality. Instead, you can only manage them. |
| Post this where you can see it everyday: "Unless you believe that you do make a difference, you won't." |
| Success Tip: Start treating yourself as if you are the most important asset you'll ever have. After all, aren't you? |
| Be a trouble-shooter. When you run into a problem, try to think of at least two solutions before you take that problem to your boss. It shows that you're a thinker and problem-solver as well as a doer. |
| Be consistent in making decisions, enforcing policies, and doling out discipline. Even if your intentions are pure, you may be forced to prove it in a costly legal battle. So check perceptions as well as realities. |
|
"The man who doesn't read good books has no advantage over the man who can't read them." |
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In The 2000 Percent Solution, the authors describe seven stalls that can hinder organizations-or-individuals. The Stalls: Communications. Assuming others grasp your messages is the top career-killer. Tradition. You'll never move up in the workplace if you believe not only that nothing will change but also that it shouldn't. Disbelief. Consider yourself stuck if you dismiss new information or technology and stick with your out-of-date beliefs. Misconception. You'll make yourself obsolete if you act on evidence you don't confirm. Reason: Your misconception could lead you down the wrong path. Ugly Duckling. You'll miss out if you avoid opportunities that seem unattractive because they don't fit some ideal. Bureaucracy. Going by the book can drive away the very people who could help you succeed. Procrastination. When you constantly delay things, you risk getting left behind. |
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