Q.  I know supervisors can’t get involved in employees’ personal problems, but if this is the EAP’s expertise, what else can they discuss with supervisors? I don’t tend to think about the EAP in any other way. Am I missing something?

A.  Although employee assistance programs are primarily known for helping employees resolve personal problems, they were originally fashioned to be equally available to supervisors for consulting on conduct and behavioral issues of employees. Strategies for managing and arranging a supervisor referral, as well as post-referral guidance, are also valuable services. These services are often under-promoted because many employees mistakenly view them as being aligned with management. Of course, this EAP role does help employees and is complementary to an EAP’s direct service functions. Nevertheless, many supervisors don’t recall the availability of these services when they could be most helpful. Every employee referred by a supervisor has his or her own unique set of circumstances, so a supervisory consultation with the EAP prior to referral can help ensure follow-through. This concern with helping both employees and supervisors is what gives EAPs the reputation of being “pro-people, pro-organization.”

Q.  My employee said he is drinking after many years of being sober. Work performance is outstanding. Is there anything I should be doing about this situation?

A.  There is no issue within the scope of your supervisory responsibilities that requires your intervention. You are not privy to information related to this employee’s medical history or the circumstances, so you can’t evaluate or guess what might be of concern in this situation. Even if you did have complete understanding of the medical background, the issue of having no performance issues dictates your response to the situation. Relapses typically lead to job performance, attendance, and/or conduct issues, but there is no way to predict if or when these might occur. Because your employee shared with you a brief history and his current situation with regard to alcohol use, you may wish to remind him that the EAP exists as a source of help should he decide he needs it in the future.

 Q.  I am a new supervisor. I tend to avoid conflict. Perhaps it is my lack of experience that explains my avoidance issues. But I wonder whether my avoidance is explained by something more deeply personal than a simple lack of experience. What should I do?

 A.  Being a new supervisor and not having prior experience in leadership positions can be intimidating and difficult. Generally, supervisors and managers improve as they participate in various forms of continuing education and reach out to experienced supervisors willing to coach and advise them. Experience is the best teacher, of course. None of these steps guarantee the acquisition of effective leadership skills. Indeed, many supervisors acquire attitudes about styles of supervision that undermine their leadership abilities. Self-awareness and interest in your personal growth are essential to becoming a good manager. These will lead you to challenge and overcome personal weaknesses, quirks, and other foibles that get in the way of your goal. The EAP can help you discover and overcome these personal challenges. This includes helping you develop an education and/or counseling plan.

Q.  We are all doing more with less. Helping employees cope with this reality is the supervisor’s job. I don’t see this “more with less” trend changing. What guidance exists for supervisors on how to meet this modern challenge?

 A.  The answer to this question varies among employers. It is an important one to consider because employees will gravitate toward burnout, and it will affect the bottom line if there are no creative solutions. Turnover and low morale are two examples. Part of the answer lies in helping employees help each other. This idea of developing a “high nurture” workforce focuses on employees improving communication, sharing skills, getting intra- and inter-organizational training, cooperating with each other more, solving problems together, inspiring and praising one another, recognizing and rewarding one another, processing stress together, and generally building cohesiveness. These “intangible efficiencies” are already proven ways of building and maintaining high morale and lowering the risk of burnout. Look for more attention in the literature to the harnessing of these intrinsic resources in order to keep a workforce happy, healthy, and productive.

Questions of the Month

Q.  My employee is not self-motivated.  This person is slow to act on assignments and does not show initiative.  After the employee has demonstrated this type of work style for 25 years (I call it laziness), isn’t a supervisor referral to the EAP a waste of time?

A.  Employees with long-term performance issues often have long histories of being enabled. So the pattern results from the fact that the work style has been “reinforced” as being acceptable. This makes changes tougher, but they are still possible. You will need to make changes yourself, however, so meet with the EAP to discuss them so you do not sabotage your goal of correcting your employee’s performance. Even after 25 years, you still have a right to expect satisfactory performance, because your employee is being paid for it. It’s never too late to initiate change. Meet with your employee to discuss the performance issues. Be specific. Clearly discuss their effect on the organization and the employee’s co-workers, and be specific about what you want changed and when. Recommend the EAP as a self-referral first, but be prepared for a formal supervisory referral later.

Q.  My employee accepted a supervisor referral to the EAP, but withdrew the release after a few weeks. I phoned to confirm participation, but the EAP could not comment. I was told the release was no longer valid. I think the employee is being passive-aggressive. How should I react?

A.  Naturally, you are frustrated by suddenly being unable to communicate with the EAP. Your focus, however, should be on attendance or other performance issues. Employees discontinue releases for many reasons, but this should not interfere with your job. Sometimes employees withdraw releases without understanding their ultimate value. Do not focus on the issue of the withdrawn release unless there was an employment agreement of some type that stipulated that the release remain in place. Frequently, employees discontinue releases because they no longer wish to cooperate with the EAP’s recommendations. It really doesn’t matter. You still have the same administrative or disciplinary tools for addressing performance issues or attendance problems.

Q.  Obesity is not always a performance issue, but research shows that obesity still takes a serious toll on the financial well-being of work organizations. How can supervisors support employees suffering with obesity?

A.  According to the Centers for Disease Control and Prevention, obesity is a rapidly growing problem. It is garnering the same level of attention in research and the media that tobacco once received. Obesity is different because it is a disease covered by the Americans with Disabilities Act. There is a greater risk that injuries suffered by obese workers will create permanent disabilities and lead to a higher number of medical treatment sessions. For this reason, it is a smart move to recommend the EAP to obese employees following injuries, because EAP support may aid a speedier return to work. Also, myths and stereotypes heavily influence employee behavior toward obese co-workers. It is important for supervisors to intervene if and when issues of disrespect or harassment toward obese employees occur. Half of obese workers say they are discriminated against in the workplace, and their co-workers agree, saying that obesity makes it less likely that one will be respected or taken seriously. (Source: www.ncci.come and www.employmentlawalliance.com, search “obesity.”)

Q.  What are the earliest signs that an employee may become violent some day? How can supervisors spot the most subtle clues? I have heard that depression or paranoid thoughts are common, but supervisors can’t diagnose these problems. So, how do we act sooner?

A.  The earliest signs and symptoms that an employee may someday be violent are not threats, talking about weapons, getting into fights with co-workers, fist fights, or talking about hurting someone. Although these are danger signals, more subtle and earlier symptoms may include depression, paranoid thinking, arguing with co-workers, or being belligerent with a supervisor. Supervisors can’t diagnose depression or paranoia, of course, but supervisors can spot problem behaviors that are frequently associated with mental illness. Many of these indicators are not noticeable unless the supervisors talks to the employee, becomes familiar with their communication style, and can observe how they handle stress. There are subtle organizational issues that also contribute to provoking employees who may turn to violence. These issues include poor grievance procedures, poor supervisor communication, harassment by co-workers, and workplaces with high levels of stress.

Q.  Every good leader I’ve had in my past jobs, I have liked. They operated in ways that seemed to draw people to them. Managers or leaders who want to be liked are often criticized, however. I don’t think this is a bad thing, though. Am I right?

A.  You are right, if wanting to be liked helps these managers to discover effective ways of leading others. Unfortunately, the desire to be liked is often the only goal. Some managers erroneously believe that giving others what they want is the shortest distance to acceptance and likeability. Unfortunately, they quickly lose the respect of those around them. Good leaders operate with a lot of self-awareness. They possess a balanced and honest view of their own personality, and it is a correct one. Because of this awareness, they have the ability to interact with others frankly, confidently, and with a lot of empathy. This is what attracts subordinates to their leadership style. Employees feel safe in the presence of a leader who also knows how to be genuine and vulnerable. Good leaders know how to understand another person’s point of view, come across with patience and empathy for that opinion, and allow others to feel valued even if they choose a different direction.