Ask the Survey Expert
 

Below are a collection of Employee-related questions we have gotten from clients over the years. Please feel free to submit your own question by clicking here.

Dear Survey Expert:

Help! One of my direct reports is keeping me awake at nights. "Nell" second guesses my every decision, is down on the company, speaks in derogatory terms about management and in general is very negative. What bothers me most, though, is that negative "Nell's" attitude seems to be contagious. Now, several of team members are complaining and morale seems down. What can I do? Is it hopeless?

Signed,
Exhausted Executive

Dear Exhausted Executive,

No situation is hopeless, but we are the first to admit that negativity in the workplace can keep you up at nights worrying. The following tips will help you turn the negativity around and create a more positive, productive work environment:

Address the Negativity
Ignoring negativity will ensure that it continues. Talk with "Nell" privately and share that she has seemed unhappy, or dissatisfied lately, and ask what is not going well, or what she dislikes about her job. Listen carefully to her responses.

Take a Stance
Be clear in your expectations for "Nell's" performance. You might say, "Derogatory comments to coworkers are unacceptable and hurt morale. Further, your coworkers are not in a position to be able to make changes. In the future, please address those comments to me so that we can discuss them, and if needed, I can bring them up with management."

Recognize Appropriate Behavior
Look for ways to positively compliment and recognize the negative employee. Make a commitment to look for examples of the negative employee responding appropriately.

Focus on Goals
Finally, to help with the team's morale, when negativity creeps into the workplace, focus on the team's goals. We have found that one of the best ways to conquer "the blahs" that occasionally impact a team is to redirect the team's energy and focus towards their goals. Of course, once the team is making progress, acknowledge their success.

Dealing with a negative employee is no easy challenge, but a definite supervisory responsibility. Ignoring the negativity and hoping it will go away rarely works. Addressing the negativity, taking a firm stance, and focusing on team goals will help return you lead a happy, productive team that consistently reaches their goals!

Dear Survey Expert:

Our organization recently created a new vision and new strategic goals. The problem is that a lot of long-term employees lack motivation and walk around saying, "Yeah, right. It will never happen here," or, "I'll believe it when I see it." How can we bring these skeptical employees in alignment to the new vision?

Sincerely,

Drowning District Manager

Dear Drowning District Manager:

The challenge every organization faces when implementing new visions and strategic goals is aligning members of the team in the new direction. In this process you will find there are three types of employees. The first type is the propeller. These employees work hard to propel the organization in the new direction. They are a manager's dream...excited, motivated, and willing to do whatever they can. Propellers are so good they don't even need a manager.

The second type of employee is the anchor. Anchors are against the proposed change and do not believe they alone make a difference. Anchors throw their weight overboard and declare to everyone..."Tow me!" Anchors are mentally debilitating to deal with and drag the morale of the team to new lows.

The third type of employee is the rudder. Rudders are not propellers and they haven't thrown their anchor overboard. Rudders are in the "wait and see" neutral zone just doing their job while waiting for someone to provide direction.

To start, work with the rudders and align them with the propellers. Most managers mistakenly waste time with the anchors. You want to work with rudders first because the anchors will work hard to align them with their team if you don't. Remember, three propellers can tow two anchors. It is more difficult if the numbers are reversed.

After the rudders are aligned, coach, counsel, train, and hold each anchor accountable for behaviors that will help turn the vision and goals into reality. Ensure that expectations of acceptable and unacceptable behaviors are clear. If coaching, counseling, and training do not work, cut an anchor. The boat can propel ahead at a much faster pace. And once you cut an anchor, the other anchors are quick to say, "I can learn and I can change."

Finally, hold monthly meetings to communicate what actions moved the organization closer to the new direction. Communication regarding actions will help change the minds of the toughest anchors.

Whatever happens, don't give up believing in the new vision and goals. Anchors are praying that "this too shall pass." This is a war. Equip your boat to outrun your resisters!

Dear Survey Expert:

I've got a great team and just about everyone is giving 100%. The team is enthusiastic, focused, supportive of one another, and hardworking, except for one employee. This person seems disconnected from the rest of the team, produces just enough to get by, and has an "It's just a job" attitude. How do I "fire up" this employee?

Signed,
Perplexed President

Dear Perplexed President,

It sounds like you are leading an enthusiastic, dedicated group! Because motivation is internally driven, there are no guarantees that you can motivate another person. We do know, however, that there are many things leaders can do to help create a motivating environment. These tips may help you fire up your non-productive employee.

Validate the employee's contribution. Make sure you clearly communicate that everyone's work is critical to your team's success. Your team should be able to see how their work fits into the big picture and ultimately helps your company achieve its goals.

Look for things that are going well. Once you've determined that an employee lacks motivation, it's easy to look for examples to validate your perception. Instead, catch the employee "doing something good," and provide immediate recognition. Feeling appreciated and recognized are powerful motivators. You get what you reward, so look for opportunities to provide recognition for jobs well-done.

Clarify your expectations. No one is ever motivated by ho-hum goals. Clarify your expectations for each employee. Set high expectations that require "stretching" to reach the goal. Encourage learning and provide recognition when the employee meets expectations.

Find out the employee's goals. Talk to your employee about what aspects of the job are liked or disliked. Ask if there are additional projects to get involved with, or new systems or programs to learn. Ask about career development plans. Support the employee by providing opportunities and training that will help these goals get accomplished.

Finally, develop your positive mental attitude. Keep a positive focus and believe that you can create an environment that will inspire all your employees...even the challenging ones. Remember, you'll never motivate someone else unless you yourself are motivated. Don't give up!

Dear Survey Expert:

I recently hired an engineer with exceptional experience and "know-how." The only problem is that our engineering staff starts at 7:30 a.m. and the new engineer arrives at 9:00 a.m. When I asked if he could arrive earlier, he stated that he could not. Why?—because he surfs in the morning! Help!

Signed

Surf's Up Supervisor

Dear Surf's Up Supervisor:

Today many of our clients face requests from employees to work flexible schedules, something nearly unheard of a generation ago. Today's employees place a high value on personal needs, family, and leisure pursuits. To retain the best and the brightest employees, you need to figure out ways to meet employee requests.

To determine how to best manage your surfing engineer, ask yourself the following questions:

1. Does the engineer meet or exceed expected goals? Focus on outcomes. Does your engineer produce expected results? Does his productivity meet standards?

2. What impact does a different schedule have on the organization, coworkers, and customers?

Make a list of positive and negative effects of the flexible work schedule. Consider the impact on communication, collaboration, decision making, and service. For example, the variety of scheduled hours may provide extended availability to customers. At the same time, it could delay decision making.

3. What contingencies can be created to overcome challenges created by flexible scheduling?

Ask the engineer to create solutions. Can he attend early morning meetings on an emergency basis? What communication processes can be established to ensure team members remain informed during absences?

4. Can you offer flexible scheduling to all employees in the same department?

Employment laws require equity in your benefits. Before you make a decision to allow one employee to work a flexible schedule, determine what you may face if the entire department requests variable schedules.

5. Do the benefits outweigh the challenges of providing a flexible schedule?
Are the engineer's contributions to your organization that significant? Can you generate acceptable solutions to problems that may surface?

If you answered "yes" to question #5, then retaining the engineer contingent upon specified agreements is an option. Providing flexible scheduling is one tool that makes your organization more competitive in the future and enables you to attract and retain the most qualified employees.

Dear Survey Expert:

One of my employees in the customer service department has received four complaints from customers in the last two months stating that she is arrogant and rude. This employee is one of our company’s longest-term employees who is the key contact for many loyal customers. I am afraid that if I confront this employee regarding these customer complaints about her, she will quit. What do you recommend I do?

Signed, Held Hostage in St. Louis

Dear Hostage:

The only way you will remain a hostage to this employee’s behavior is if you allow the negative behaviors to continue. If you do not confront the behaviors that lead to customer complaints you will lose respect as a leader from not only the employee we are discussing, but your other team members as well. The bottom line is you need someone in that position that every customer views as courteous, knowledgeable and dependable. Following the steps below will help you in dealing with this difficult situation.

First, meet with the employee and ask her if she is aware of the four complaints. Lead the discussion by asking the following type of question, “What does she feel has changed in the last two months that has triggered these complaints?”

Second, ask the employee if she sees these complaints as a problem. Without the employee’s agreement that the complaints are a problem, the employee will never be motivated to change her behavior.

Third, ask the employee for her suggestions of what she is going to do differently so that customers do not describe her as rude or arrogant. In case the employee does not have suggestions, you may want to encourage her to involve you sooner before the problem escalates with the customer.

Fourth, leave the meeting having accomplished three things: 1) The employee is aware that you see her behaviors as a problem. 2) The employee and you have generated solutions or actions of what she is going to do differently so the problem does not occur again. And 3) The employee knows that you care about her success and value her contributions to the organization.

P.S. If the employee does quit over this conversation, she is not the type of employee who truly cares about you or the company’s success.