Q. I’m sympathetic to a worker with personal problems that are affecting her performance. She doesn’t want to go to BJC EAP because she says she’s “had it with therapy.” I know I can’t force her to go. Isn’t it better to respect her wishes?
Q. I want to make a good impression on my employees now that I am their new supervisor. What will employees focus on most as they “size me up” over the next several months?
Q. How can I help employees experience more positive communication and less negativity with one another?
Q. When employees with performance issues mention their personal problems, I feel obligated to participate in these discussions. It may sound cold, but I want to rid myself of this feeling and, like other supervisors, focus only on work issues.
Q. I have many employees and I must ensure that they stay motivated. I know employees have to motivate themselves and that I can't do it for them. So what is my role in the process? How do I play an influential part in motivating employees.
Q. Can you provide some tips that will help me be more positive and effective in evaluating my employees' performance this year? What are some trouble spots that supervisors must be careful to avoid?
Q. I disciplined an employee with a three-day suspension and immediately had several employees confront me. They insisted on knowing all the particulars, but I said it was inappropriate to discuss it. They were very angry at me. Did I do the right thing?
Q. Employees in conflict can be very disruptive to the work group. I have no problem making a referral to BJC EAP, but supervisors should attempt to resolve conflicts first. The question is how early to step in, right? Also, does a “formula” exist for doing it right?
Q. In supervisor training, we are strongly warned not to ask employees personal questions or discuss employees’ personal problems. I find this a difficult task because it makes me appear cold. Can you discuss this a little more?
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