Frontline Supervisor

Q. I suspect my employee may be drinking during lunch breaks. His performance hasn’t slipped yet, but his breath sometimes smells of alcohol. Do I need to wait for a performance problem before referring him to the EAP?

A. The answer depends on your company’s policy regarding alcohol and drug use in the workplace. For example, is any use of alcohol on duty a violation of the policy if no other signs, symptoms, or noticeable behavioral effects exist? Get clarification from your human resources advisor. You do not need to wait for a decline in performance to act. You can confront the behavior of an employee having alcohol on their breath, which is considered sound workplace management practice, but this is addressed as a conduct issue. Why? The smell of alcohol can create discomfort, erode trust, and lead to tension among coworkers—even if the employee’s output remains acceptable. Most workplace policies consider this a disruption of professional standards. Always remind employees of the availability of EAP services for any problem or concern that may be associated with conduct or performance. Remember, smelling alcohol is a concrete, defensible observation. It allows you to address the situation without speculating about causes or labeling the employee.

Q. I am a dedicated and very approachable supervisor. The proof is my door is always open to any employee. However, my manager thinks I am not an approachable person. He believes employees hesitate to come see me or share information. What does she mean? How do I use this feedback?

A. You need to know more about your manager’s observations. Keeping an open door is commendable, and it shows you want to be accessible. Your manager likely is referring to your approachability as an interpersonal experience. Employees can walk through your door, but how do they feel about it? What is their experience? Are employees reading your tone, your facial expressions, your body language, or your communication style as unwelcoming, impatient, or even intimidating? When this happens, employees will shy away. Many risks then follow. For example, they’ll bring you problems late instead of early, if at all. Your team may work around you rather than with you. Talk to the EAP; you will learn much from a discussion with the EA professional. The skills of approachability—empathy, active listening, emotional awareness, and warmth in communication—can be learned or strengthened. The bottom line: Even the most dedicated leaders sometimes need to bridge the gap between how they see themselves and how others experience them.

Q. My employee is telling me she is unhappy with her career and wants to go back to school to become a teacher. Ultimately, I wish her the best in whatever she pursues, but I don’t want to lose her. Can the EAP help an employee like this one? I wonder if something else is going on.

A. It’s often the case that a top performer who feels unfulfilled is struggling in ways that go deeper than career dissatisfaction. Recommend the EAP based on the employee’s expressed concerns about dissatisfaction and life direction rather than assuming a hidden issue exists. Frame the referral as a supportive opportunity to explore goals, values, and next steps with a professional. Depression, anxiety, chronic stress, and other health conditions can profoundly distort how a person views life, choices, and the future. What feels like career regret may reflect something clinical that is influencing overall perception. This does not mean the feelings are not real or valid. It means they deserve a proper, professional look before any major life decisions are made. Try this approach: “I've noticed something may be weighing on you lately, and I want you to know the EAP is a completely confidential resource that has helped many people work through situations like this.” That is enough. Plant the seed with warmth and without pressure.

Q. Due to his argumentative demeanor, I recommended my employee visit the EAP. I’m tired of the bickering. He claimed the counselor agreed that I’m the problem. I’m ignoring this and still expect him to change. Is this the right approach?

A. Remain focused on the goal of helping the employee improve his performance despite what was allegedly said by the EAP. The EAP exists to help the employee return to a satisfactory level of performance. It won’t referee who is right in the workplace disagreement. That said, maintain documentation of the employee’s conduct, attendance, and quality of work or whatever else applies, along with the employee’s response to constructive confrontations. Follow your organization’s performance improvement plan template, as needed. Of course, you have not made a formal referral to the EAP yet based on performance issues. This would entail a release of information to improve communication and provide the employee, you, and the EAP with the same performance information. The result would be less confusion created by secondhand claims and keep the focus on expectations and outcomes.

Q. I promoted one of my best performers, and within weeks she was struggling badly. I assume it’s a skill gap, not a personal problem, so why would I involve the EAP?

A. The assumption that a sudden performance decline in a newly promoted employee must be a skill gap is understandable—but it’s still an assumption. You should ask your employee how she is adapting to the position, especially regarding any job struggles she’s experiencing. Suggest she contact the EAP if she believes something personal is affecting her work. You could also make a formal referral if the job issues are urgent. The moment you conclude that this is a skill issue, not a personal one, you’ve made a diagnostic determination that could potentially lead to years of struggle between the two of you as you attempt to improve work performance. New promotions involve new pressures, new expectations, a different peer group, and maybe a new identity while giving up the old one. Any of these stressors could exacerbate a personal problem that until now was previously manageable—anxiety, relationship stress, alcohol use, or depression among them. Obviously, there is no way of knowing for sure without EAP assistance.

^{FrontLine Supervisor is for general informational purposes only and is not intended to be specific guidance for any supervisor or human resource management concern. For specific guidance on handling individual employee problems, consult with your EA professional.  ©2026 DFA Publishing & Consulting, LLC. Gender use in Frontline Supervisor content is strictly random.}

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Q. What is the difference between “micro-coaching” and micromanaging?

A. Micro-coaching is a useful leadership construct that helps clarify the distinction between effective supervision and micromanagement. Most supervisors know employees detest micromanagement, but some still struggle to avoid it. Micro-coaching makes this easier to recognize. For example, if you micromanage, you delegate a task and then ask, “Did you do it the way I told you?” You might make repeated corrections, hover, or even redo the work yourself. As expected, micromanagement encourages dependency. Mistakes are not seen as learning opportunities, but as reasons to increase control and scrutiny. This creates anxious employees who hesitate to take initiative. If an employee is more focused on avoiding mistakes and pleasing you rather than on doing what’s best, you are micromanaging. When you micro-coach, you ask questions like “What’s your plan?” or “What did you learn?” or “What would make this more complete?” Your goal is to help employees think, decide, improve, and grow. If you value employees who think, adapt, and innovate, use micro-coaching techniques. Contact the Employee Assistance Program (EAP) for more tips on supervising employees.

Q. I’ve been a supervisor for 17 years. I think I am very attuned to recognizing the needs of my employees. Still, I hear emotional intelligence is the biggest struggle for supervisors, even for senior managers like me. How so?

A. Much attention has been given to the value of emotional intelligence for employees and supervisors alike. This skill comes more naturally for some but can be learned and practiced consciously. Not appreciating its value and impact can hold some managers back from examining and employing emotional intelligence. One mistake is thinking emotional intelligence is an accommodation—a “touchy-feely” concept that primarily focuses on how it benefits others. This is a serious misconception. For example, it can be a great benefit to an organization when a senior manager pays attention to the emotional feel or atmosphere of a conference room when walking into it. Instead of quickly launching into operational issues, those who spend a few seconds to consider the atmosphere and tenor of the group can create significant returns when they read the room, adjust their communication, and consider decisions in real time. This ultimately leads to more-effective and productive discussions, along with improved engagement and reduced tension for those present. Everyone wins with emotional intelligence.

Q. My truck driver has asked me to let him take a nap every day at 1 pm after lunch. He says it’s a safety issue, so he doesn't fall asleep on the highway because he had a close call recently. Am I being snowed, or is it something I should consider? Frankly, I am not sure.

A. Based on the behavioral concerns and a close call, refer your driver to the EAP for a confidential assessment. The EAP will decide next steps like a sleep evaluation and screening for apnea or other disorders. These may entail referral to other specialists. The mention of a safety issue and the possibility of a truck accident raise important issues; he does not feel safe driving after lunch during his regular business hours without a nap. Is this related to a high-carb, high-fat lunch? Could it be a medical problem, like asleep disorder? Does this situation require a fitness-for-duty examination? These questions mean that you should collaborate with your human resources advisor and next-level management. As a matter of course, you should not outright allow an employee to nap daily for an hour on the clock without a well-crafted and justified accommodation supported by a medical doctor. Granting such a request outright would create issues related to team equity and morale.

Q. A lunchroom gossip circle sometimes includes discussions on others’ private business, rumors, and personal matters behind coworkers’ backs. Most of the chatter is harmless, but negativity and mocking periodically pop up. How should I intervene?

A. Informal gatherings play a key role in relieving workplace stress, but it’s important they do not cause a decline in morale. Be up front about the concept of psychological safety in the workplace and consider holding a workshop or seminar on the topic. In this context, psychological safety means feeling confident that one will not be a victim of gossip, be mocked, or have their sense of belonging diminished. Get buy-in from employees on their shared responsibility by emphasizing that all employees have a role in maintaining psychological safety. Ask employees to monitor each other. As a supervisor, model respectful language, redirect conversations, and show employees how to keep discussions non‑gossipy and constructive. You can change this group’s dynamic through repeated modeling—consistently demonstrating, through your own words and behavior, how to have respectful, non‑gossipy conversations. Ask the EAP about training and education on respect in the workplace.

Q. I had a casual conversation with my employee recently. He mentioned in passing that he thought seriously about ending his life several weeks ago over his spouse leaving. He denies any feelings like that now. I suggested the EAP, but he says he is past the crisis. Should I consult with the EAP?

A. Yes. Your phone call to the EAP is confidential, and its consultative role is essential here. You cannot diagnose an employee’s mental health state, and what you heard—recent suicidal thinking—warrants professional guidance. Employees may minimize or deny ongoing risk, so a consultation helps determine actual risk and next steps the EAP might recommend. For many, suicidal ideation can be revisited as a means of dealing with a crisis. The EAP can coach you on how to encourage him to phone the program or at least make doing so more likely. Consulting with the EAP also demonstrates your understanding of duty-of-care obligations and how to respond if risk escalates. In addition, consulting protects the organization, reduces liability, and ensures a consistent, policy-aligned response. Finally, calling the EAP supports you as a supervisor, helps you worry less, and gives you a clear action plan instead of leaving you ruminating over what, if anything, you should do next.

FrontLineSupervisor is for general informational purposes only and is not intended to be specific guidance for any particular supervisor or human resource management concern. For specific guidance on handling individual employee problems, consult with your EA professional.  ©2026 DFA Publishing & Consulting, LLC. Gender use in Frontline Supervisor content is strictly random.

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