IN FOCUS CONSULTING A to Z

Transforming Potential into Peak Performance!

FAQs BY SUPERVISORS

Disclaimer: It is ALWAYS advisable to consult your immediate supervisor, human resources professional, and legal council when initiating performance management techniques. Be sure to consider potential legal action and EEOC claims.

In Volume Thirteen of Biz Bits newsletter, you were presented the following supervisory scenario:

As the Director of your department, you have been sailing pretty smoothly for several years. Unfortunately, the recent, unexpected departure of one of your key leaders has left you sleepless. Kim was such a capable leader; you really didn’t have to pay much attention to her area. Now, with her leaving in three weeks, you are starting to sweat. You are sure that no one could ever take her place. You’d like to promote from within the company but you can’t think of anyone who could do the job. What would you do?

Seek input from Kim on the business priorities and unrefined talent within her team.
Document business priorities, processes, and practices.
Begin a talent search for individuals who match the business priorities.
Conduct an extensive internal and external hiring process with the goal of matching the business priorities and skill set with the candidates.
After making a successful hire, begin a mentoring program that will develop leaders who are positioned and competent.

In Volume Twelve of Biz Bits newsletter, you were presented the following supervisory scenario:

You have been a front-line supervisor in a governmental agency providing service to senior citizens for five years. Today, one of your employees didn’t show up for work. While at your desk, you overhear someone state that she is attending her great aunt’s funeral. You wonder if she was just skipping work because she didn’t want to deal with the hectic day. You remember a discussion with her in which she described the unique role of family in her culture. What would you do?

If you apply the Cross Cultural Inclusion model, here are the steps to follow:

Phase 1: Cross Cultural Appetite:

	Recognize your employee may have different family obligations than you.
	Privately talk with your employee about her absence to learn about her choice to attend the funeral.
	Listen for and be sensitive to the values your employee is sharing.

Phase 2: Cross Cultural Ability

	Open your mind and heart to embrace differing values.
	Privately and gently encourage your employee to share the importance of attending the funeral.

Phase 3: Cross Cultural Inclusion

	As you listen and discuss your employee’s values, validate her feelings and values.
	Privately and honestly share how your employee’s absence impacted service and the agency.
	Explore with your employee ways to meet her personal needs while not negatively impacting the agency. For example: Find another employee to take that shift or call in prior to absence. Using the IN FOCUS Communication Formula, review your policies, expectations, and consequences regarding “no show” absences with the employee. Include your employee in looking for opportunities within your employment policies and practices to respect her values and meet business needs.

In Volume Eleven of Biz Bits newsletter, you were presented the following supervisory scenario:

Lisa, your newly hired department information technology expert, has been having difficulties working with your department database. She doesn’t seem to understand the importance of certain pieces of information and has delayed critical projects causing significant customer service complaints. Lisa’s probationary period ends in one month. What would you do?

	Document Specific Performance Deficiencies: Provide Lisa with a written summary of her performance deficiencies. Include customer complaints that she has been directly involved in. Provide specific examples. Involve her in assessing her performance.
	Skill Assessment: Help her determine if she has the knowledge and tools necessary to understand the database and prioritization of projects. Instruct Lisa to assess her skills. Discuss the skills necessary to effectively manage the database and prioritize projects. Ask a trusted Information Technology professional for input on the necessary skills if you are unsure. Be descriptive and use the IN FOCUS Communication Formula.
	Provide Resources: If she does not have the knowledge or tools, where can she get them? Is there an expert in this area who could share his/her knowledge with Lisa? Would training or coaching be helpful in this situation? Involve Lisa in the process of developing her skill.
	Action Plan: Encourage her to create an action plan to improve her skill gap. Her action plan must be mutually agreed upon by you, the supervisor. She must document her action plan and include measurable goals that are time sensitive and meet the business needs of your organization. When considering the timeline, keep in mind the ending date of her probationary status.
	Document Progress: Assist Lisa in transforming her knowledge into “creations of excellence.” Require Lisa to submit weekly progress reports that document her progress on each of the goals on the action plan.
	Accountability: Hold her accountable for implementing the recommendations. Inform her of the consequences for not achieving the goals on her action plan.
	Resources: As always, if things start to turn sour and you anticipate a termination, contact your company Human Resource representative and/or legal counsel. The earlier you involve them in the process, the more they will be able to assist you.

In Volume Ten of Biz Bits newsletter, you were presented the following supervisory scenario:

As the supervisor of a team of 6 employees, you realize the customer service skills in your unit are not what they should be. You have received an increase in complaints from customers. Although your service standards have not changed, the customer expectations have increased. How will you move your team to a higher standard of customer service?

	Dialogue: Give employees an opportunity to discuss what service means to them. Involve them in setting a new standard.
	Expectations: Communication service standards clearly and in writing with time limits attached.
	Education: Provide training and support to meet the expectations.
	Recognition: Provide recognition and rewards for meeting standards.
	Accountability: Follow up with consequences for individuals not meeting the new standards.

In Volume Nine of Biz Bits newsletter, you were presented the following supervisory scenario:

You are the supervisor of a team of eight (8) professional staff members. At your latest staff meeting, you notice some tension between several team members. You brush off the tension and continue with the meeting. Individually, Linda and Joan come to you to complain about the other. Joan complains that Linda doesn’t pull her share of the work. She is too busy socializing. Linda complains that Joan comes to work late and leaves early. Others have to cover for her when clients call. What would you do?

DANGERS:

	Triangulation: Do not allow employees to “dump” their problems on you and walk away. This leaves YOU holding the bag for resolving the problem.
	Fragmentation: Do not allow third party employees to pick sides in the conflict. This creates a destructive division within the team.

OPPORTUNITIES:

	To avoid triangulation, meet with both parties involved in a three-way meeting. Empower each employee to share concerns using the IN FOCUS Communication Formula. Ensure that both parties have an equal opportunity to speak and listen respectfully. Establish to address legitimate concerns that arise in the meeting. Document the meeting and provide a copy to both parties. Schedule a three-way follow-up meeting for one week later.
	To avoid fragmentation, inform both parties that they must maintain confidentiality about the three-way meeting. Inform these two parties that they are tasked with insuring that fragmentation of the staff does not occur over this issue. In addition, directly confront third parties if they become enmeshed in the conflict.
	Identify if there are legitimate performance concerns that you, as supervisor, should address. If there are performance concerns, address them individually outside of this meeting. Use the IN FOCUS Communication Formula.

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