Avoiding Potential Land Mines

YOU'VE LEARNED THAT management is not always black and white. Some situations are tenuous (like workplace violence or delivering bad news); others are more complicated than they need to be (like having fun at work). Barriers appear to be in the way (like the need for background checks or reporting and record-keeping requirements). The questions and answers in this section shed light on these and other situations that could trip up even an experienced manager.

Question: One of my employees constantly pleads with me to intervene on her behalf. She has good ideas about process improvement, yet her team leader is unbending. On one hand I want to intervene because of her good ideas, but I don't want to appear to be taking sides, nor demotivate the team leader. Both are valued employees and I want to keep them engaged. What can I do to resolve this disagreement?

Answer: Managers often find themselves trapped in the middle of a situation involving employees—situations or issues that are not theirs to solve. You've recognized the dilemma in this tense circumstance. Here are some things you can do to foster a collaborative work environment:

• Give your employees the space to grow. They need the freedom and authority to solve problems that relate to their work. Provide the opportunity for them to learn conflict-management techniques and develop problem-solving skills. Learn as much as possible about conflict management and model the techniques and skills you learn.
• Recognize that tension, egos, and emotions often get in the way. Help develop good working relationships among team members. Define the problem and the impact it's having in the workplace. Don't discount emotions—they are often the person's passion around an issue. If emotions flare, help the employees control and balance them by calling for a break to give everyone the time to reflect. It's an opportunity to regain balance so discussions can continue in a constructive way.
• Strengthen your own facilitation skills. As a manager, you're often a neutral observer to a conflict. This is a great vantage point from which you can guide employees through a mediated discussion. When you meet with them, define roles and set ground rules. The employees are the primary players, not you. They are the ones who'll be asking questions of each other and proposing solutions. You won't offer advice, opinions, or solutions, even if asked. You're there to keep the discussion on track.
• Optimize conflict. Conflict is often creativity and innovation trying to happen. Employees close to the work often have great ideas for better solutions. Help them brainstorm, then evaluate and prioritize these ideas. When people sit down and talk calmly and rationally, information is exchanged. It is an opportunity to hear and understand different viewpoints and strengthen working relationships. Embrace the point of view that conflict is essential in the workplace if it's part of a creative and engaged culture that wants the organization to grow and thrive.

Question: I often get phone calls from service providers and outside vendors, such as staffing companies, or supply and equipment providers, who would like to meet with me often suggesting we do so over lunch. I've been hesitant to accept. Is there any reason why I shouldn't take them up on these offers to meet?

Answer: You're right to exercise caution. It may be tempting to accept an invitation for a nice lunch, but you'd be wise to check with your colleagues in other departments to make sure there are no restrictions that prohibit accepting meals and gifts from service providers and vendors, or existing contracts already in place.

Ask about existing policies and protocols. Human resources, for example, will typically have processes in place for conducting searches for candidates and selecting the best ones. These are driven by best practices and government regulations. It would be helpful for you to not only understand what they are, but also why they are in place. Should you meet with a staffing agency and they present a candidate to you outside of the organization's process—and this could be as simple as their sending you a resume—you could be liable for a placement fee for that candidate should you hire them, even at a future date. There are also record-keeping, and possibly affirmative action, requirements regarding the hiring process, and you could risk violating them.

There may be limited budgets around these goods and services of which you are not aware, so it would be a good idea to check with finance. When contracts are negotiated, organizations look to maximize their buying power, especially if they plan to spend a large amount of money. Whereas you may be considering a decision based on your department's needs, other staff departments (such as purchasing, finance, HR, IT, and legal) are looking at the needs of the entire organization.

Also, if your organization has an existing contract for the goods or services that these sales reps are calling about, there may be restrictions or other conditions in those contracts. For example, there may be a contract clause stating that a certain provider has exclusive rights, meaning your organization can't do business with another firm. Rebates may have been negotiated, meaning that once a certain level of sales has been reached, the provider will return a certain percentage to you or provide a credit against future sales. You don't want to risk inadvertently violating one of the terms of a contract. Contracts can be complicated. That's why the legal team gets involved in negotiations and review.

Keep in mind that representatives from other organizations may have more interest in making a sale than they are in understanding your organization's processes and requirements. If that's the case, they are probably not a good cultural fit. They also may assume that because you have agreed to meet with them, you have the authority to represent your organization, which you may or may not have. Make sure that if you do meet, you are clear that the purpose of the meeting is to gather information. Consider inviting a colleague—perhaps someone from another staff department—to join the meeting. This will provide another set of ears from a different vantage point.

Question: It seems like we can't have fun at work anymore with concerns about diversity, harassment, and other sensitivities. What can I do to lighten the mood when things are stressful without crossing any lines?

Answer: Indeed, levity in the workplace can help break the stress and have a positive impact on productivity. Lightening up can help your organization be more profitable.

However, trouble can lurk when fun is had at someone else's expense. That's when issues such as harassment, bias, and potential bullying can enter the workplace, and they are not fun to address. When the nature of jokes and comments becomes sexually suggestive or racially or ethnically pointed, for example, or when jokes or comments are made about another person or their characteristics, that's when lines are crossed and disruptive (or illegal) behavior encroaches.

Many highly successful companies have incorporated fun and lightheartedness into their workplaces. Playing games and engaging in activities also stimulate creativity. The following are examples of things that you can do, many of which are no cost or low cost:

• Theme days where employees can dress to a certain theme (e.g., retro day dressing from a certain era or Western day). Employees can also decorate their workspace according to the theme and compete for prizes.
• Trivia events (during breaks, lunch, etc.) that includes trivia questions about the organization's history, products, highlights, and so forth.
• Game days, when games can be set up in break rooms, or in places around the offices, or at off-site meetings. This can include board games, card games, video games, miniature golf, or similar activities.
• Staff meetings with ice-breaker activities such as everyone tells two truths and one lie about themselves and others have to guess which one the lie is.
• Improv comedy sessions and have everyone participate.
• Celebrations for meeting deadlines with pizza, ice cream socials, or some other type of reward.
• Potlucks, chili cookoffs, best cookie contests, or tailgate parties in the parking lot.

The list of things you can do is endless, but be respectful of boundaries. For example, if you engage in games or cooking contests, be sure that all your team members are comfortable with these activities. Be sure that as a manager, you participate and encourage the members of the senior management team to do so as well. This is important because it shows a different side of them from what employees usually experience.

Question: I referred a great candidate for my team. She's someone I worked with in the past. My manager and other team members have interviewed her, but human resources says background checks have to be done before we can offer her a job. How can I change their mind?

Answer: It's good that you want to get this great candidate hired! It may seem as if human resources is a bottleneck in the process, but there are good reasons for doing references and conducting background checks.

Organizations can be liable for claims of negligent hiring or negligent retention. Negligent hiring means that if someone is injured by an employee who has been careless or committed some wrong on the job, the injured person—another employee, a client, or a customer—can claim that it's the organization's fault because they put that employee in a situation where they hurt them. Employers are generally responsible for their employees' behaviors when the employees are performing their jobs. In negligent hiring claims, the employer is responsible when the employee is acting outside the scope of their job duties and commits an egregious act that harms someone else. In that case, the injured person can claim the employer should have known—and would have known had a background check been conducted—the person presented a risk, and could have taken steps to prevent it, such as declining to hire the person.

Negligent retention claims occur when an employer fails to be aware of a current employee's unfitness for their position and therefore fails to take any corrective action such as reassignment or discharge to remedy the problem. Negligent hiring occurs during the recruitment and offer phase of employment and is a failure of the employer to adequately investigate an applicant's background. Negligent retention occurs during the course of the employment when the employer fails to investigate or otherwise act upon an employee's potential unfitness to do their current job.

Although you can probably provide a good reference for the candidate in your question, it's important that human resources follow the same process for all potential employees. This ensures that everyone is treated fairly. It also ensures the integrity of the process in the event the hiring decision should ever be questioned.

Question: At times, a manager has to deliver bad news. The most common circumstance is having to terminate an employee. With concerns about social media and public relations, how can I avoid negative backlash in these situations?

Answer: You are right to be concerned. Organizations often find themselves in difficult public relations positions, and many times the situations leading up to negative press could have been avoided. Even if organizations—and their managers in particular—do everything right, there is still no guarantee that there will be no subsequent backlash, especially on social media. Unfortunately, people turn to social media to vent and they are often lacking the facts. Nevertheless, there are some things you can and should do to handle tenuous situations with diplomacy and care.

Whenever you have to deliver bad news, particularly news of a termination, it's important to convey dignity and respect for the individual. Always deliver the news in person to the extent possible. Of course, if the employee works in a distant geographic location, the next best thing would be a personal phone call. Never, under any circumstances, should you deliver news of a termination via email. In the rare situation where you have been unable to contact the person by phone, then send a certified letter to them.

If the termination is occurring for cause—the employee has received disciplinary actions or a plan for performance improvement—then the news should not take the employee by surprise. They should be expecting the termination because you, as a manager, have communicated that there has been a problem.

In some circumstances, however, an involuntary termination may be the result of a reduction in force—a layoff—and the affected employees may, in fact, be caught off guard. In these circumstances, senior management, including any internal or external legal, human resources, and communications team, have likely put a plan in place to handle all aspects of the layoff and you should be coordinating with them.

Whatever the circumstances for the termination, written notification should be delivered to the employee when you sit down to deliver the news. That notification should explain the reason behind the termination. When people are given bad news in a personal way it gives them the opportunity to ask questions and receive clarification. This can diffuse any ill feelings and avoid any unintended risk, such as the individual telling their story to the local press and saying things they otherwise might not have said.

In the case of layoffs, give as much notice as possible. Over-communicate and be open and honest to all employees, even those who will not be affected. Remember that they are losing their colleagues and may be asked to take on additional work. Keep in mind there are sites like Glass Door where employees can post negative information about organizations. If they witness that their colleagues were treated with respect and dignity, it will help morale, and they will likely work harder and refrain from posting negative comments online. In fact, they are likely to post positive ones instead.

Question: I've always worked for small organizations where getting things done was easy and flexible. I recently joined a large company in a different industry, and there are so many requirements around getting authorizations and keeping records. Can you shed some light on why all of these rules are in place?

Answer: It can be frustrating when you're working in a different environment, especially when things appear to be more complex than you are used to them being. There can be many reasons why you're seeing so many requirements.

Different organizations in different industries can be subject to oversight by a number of governmental agencies. Depending on size, different laws and regulations apply. For example, at the federal level, most organizations, except very small ones, are subject to regulations by the Department of Labor. If the organization provides goods and services to the federal government, additional requirements are added. Publicly traded companies must comply with Securities and Exchange Commission regulations, and organizations in the communications industry must comply with the Federal Communications Commission's regulations.

In many organizations accurate reporting of hours worked is essential to their operations. This data often forms the basis for pricing or for billing customers. Timekeeping practices are often subject to audit by the Department of Labor and other agencies, depending on the industry.

In addition to timesheet reporting, other records are prepared such as financial reports, accounting records, business plans, environmental reports, injury and accident reports, and expense reports, to name a few. Many individuals and entities, both within and outside the organization, may depend upon these reports to be accurate and truthful for a variety of reasons. These people and entities include, but are not limited to, the employees, governmental agencies, auditors, and the communities in which the organization operates. In addition, honest and accurate recording and reporting of information helps the organization to make responsible business decisions.

It's not that unusual in larger organizations to require prior authorization before certain things can happen. For example, purchase requisitions are required before equipment or supplies can be bought or personnel requisitions before staff can be hired. In some industries, prior authorization for travel is required. It's not only a way to let management know what's going on, but it also assures conformance to established standards and, in some cases, government regulations.

Don't hesitate to confer with the appropriate support staff in your organization (human resources, finance, purchasing, legal, or others). They will be happy to provide you with guidance and explain why these requirements exist. This will assure you don't inadvertently breach a policy or procedure that's in place.

Question: There seems to be so many internal reporting requirements in my new organization. Is it overkill or are there reasons for it?

Answer: In most organization managers are expected to resolve many issues. However, there are other issues that are better handled by the staff who are more experienced with them, generally human resources and legal. Here are some of those issues:

• Discrimination or harassment complaints, even if the employee requests that the issue be kept confidential. It should be reported because the organization, once it has notice of the issue, must investigate it and take appropriate corrective action.
• Allegations of criminal or fraudulent activities that may be in violation of statutes such as the Sarbanes-Oxley Act. In addition, alleged violations of the organization's policies that may have legal or business consequences such as conflict of interest. This is important because a judge or a jury may view failure to report complaints of this nature as perpetuating any wrongdoing.
• Disclosure by an employee or applicant of medical information or condition should be referred to your human resources or legal support, because it could be a request, albeit an indirect one, for a reasonable accommodation under the Americans With Disabilities Act (ADA). Human resources and legal are more knowledgeable about the ADA's requirements and the process of making accommodations.
• Requests for leaves of absence should also be referred to your human resources or legal support because the leave could be covered under the Family & Medical Leave Act (FMLA), and they are more knowledgeable and experienced with the requirements.
• Work-related accidents and injuries should also be reported to your human resources support because there are certain reporting and record-keeping requirements under the Occupational Safety and Health Act (OSHA). In addition, on-the-job injuries entitle employees to benefits under workers' compensation.
• Evidence of union activity should be reported to your human resources or legal support as soon as possible. Early detection of and rapid response to union activity has long been key to union avoidance.
• Communications from government agencies should be reported to your human resources or legal support as soon as you receive it. This is important because the manner in which the employer communicates can determine the legal outcome and any damages that may flow from it.
• Communications from outside attorneys should be reported immediately to your legal support team. This includes subpoenas or other legal documents, letters from lawyers who do not represent your organization, and even “friendly” calls from lawyers who are “just curious” about a few things.
• Threats or signs of violence should be reported to your human resources or security support. They are better equipped to handle these situations and have ready access to external resources that can assist such as an Employee Assistance Program (EAP) professional or law enforcement in extreme circumstances.

Reporting issues such as these to the appropriate staff assures that issues are allocated to those individuals with the appropriate knowledge, skills, and experience and they will handle them in an appropriate manner that best helps the organization and mitigates the risk. It also frees up a manager's time to focus on your own responsibilities and the operation of your department.

Question: I now manage several people who work remotely, and this is a new challenge for me. Do you have any suggestions on how I can maximize their effectiveness?

Answer: It's a challenge to effectively manage people you don't see every day but telecommuting is a fact of life and it just takes doing some things differently. There are many configurations of a remote relationship. You may have staff that works in different time zones or even on different continents, or perhaps they work from home several days a week.

Hopefully your organization has a well-crafted policy for remote workers. It should be your guideline and help you accurately measure productivity. The policy should also assist the virtual worker to deal with some of the issues they face, such as how to stay visible and vital in an organization where they aren't seen in person.

You do need to manage your remote employees differently, and this takes some thought and extra effort on your part. You are held responsible for the work your employees produce, be they in the office or working in another state or country. Here are some suggestions for partnering with your remote employees to maximize their effectiveness:

• Set expectations. Be sure your remote employees (and all your employees for that matter) know exactly what you expect from them and when. Let them know how you will measure success against your expectations and give them a chance to ask for clarity. It wouldn't hurt to put your expectations in writing so that there's no room for doubt.
• Hold employees accountable. Whether your employees are in your location or halfway around the world, follow up with your employees to ensure they're on track. Set milestones to ensure what you are expecting to be accomplished will be done to your expectations. There is a fine line here where you don't want to micromanage. Remember that you are the one who is ultimately responsible for the work, so hold your employees accountable for their part in the process.
• Be available. Have regularly scheduled meeting times set with your virtual staff but also do your best to be available when they need you. This can be difficult due to time differences but if you set the expectation that you will respond to emails, texts, and calls in a specific time period, your remote staff will feel more comfortable.
• Communicate. Be sure that they receive (and are aware of) other important organizational communications. Make sure other team members are in contact with them as well.
• Use technology. None of this would be possible if it wasn't for technology, and you should make use of every possible tool at your fingertips. It's possible to hold staff meetings at which virtual employees can actively participate—including doing breakout sessions and whiteboarding exercises. Skype, Zoom, and Facetime allow you to “see” each other as often as you probably see the people down the hall!
• Recognize and reward. Don't overlook your remote staff when handing out compliments and/or prizes. Treat everyone of your staff the same—in the office or not!

Remote workers are increasingly important in today's organizations. Yes, they present challenges, but they can help your department be highly productive if managed appropriately.

Question: I just joined an organization that has a telecommuting policy and I've never managed telecommuters before. Most of the positions in our department are suitable for telecommuting, but I'm concerned about determining which employees will make the best candidates. What should I consider as I review requests for telecommuting?

Answer: Today's employees crave flexibility, and with advances in technology, telecommuting is probably a trend that is here to stay. Organizations take different approaches to it. Employees may work a day or two a week from home, or they may work from home the majority of the time and come into the office periodically for meetings.

It sounds as if many of the positions your employees hold are compatible with the telecommuting policy—that is, the nature of the work is independent and/or it requires a great deal of concentration. If that's the case, consider allowing employees to work from home on an intermittent basis (one or two days a week) and vary their schedules so that not everyone is out on the same days. You may also want to rotate their days off. In some geographic areas, traffic is heaviest in the middle of the week and allowing everyone to periodically have the chance to work from home on Tuesdays and Wednesdays to avoid the stress of traffic could be a real plus.

If your employees are looking for more permanent telecommuting arrangements, consider the following in choosing the candidates: their self-motivation, performance, organization and time-management skills, and familiarity with the job and work. Their tenure with the organization, though an important consideration, should not be the overriding factor.

Many of the management challenges for teleworkers are the same as for remote workers (those individuals who work in different geographic locations). You've got to be sure to set expectations and hold them accountable. You've also got to be available for them and communicate on a regular basis. Getting telecommuters into the office for periodic meetings is easier than for remote workers. You may want to consider having them regularly work in the office one or two days a month so they remain visible. This is important, because there are a number of challenges for the telecommuting employee as well. They include:

• Isolation and lack of interaction. Teleworkers may perceive that they lack the ability to collaborate with team members. With today's technology, much of this can be alleviated, but be sure you have regular check-in meetings.
• Household distractions. These can be bigger issues for employees on a deadline. Sometimes having the ability to get away from work for a few minutes to tend to something else can be a welcome distraction that helps the employee refocus.
• Lack of support services. These can be addressed through portals to the organization's internal services.
• Hindrance to career advancement opportunities. It's important to provide training to all employees about career management, but for teleworkers it can be more critical. Good communication vehicles and regular time in the office can help mitigate the perception that a telecommuter's career could suffer.

Be sure that any employee who telecommutes on a regular basis is aware of these challenges. Communicate with them frequently about how they are managing them and lend your support. Telecommuting has many advantages for the employees, the organization, and the community.

Question: Generational issues and differences seem to be big in the workplace today, and I'm certainly noticing them in mine. How can I better understand and manage them?

Answer: People are different and individuals are unique, but common experiences shape a generation's thinking and cause them to bring different perspectives to the workplace. Bridging this generation gap at work happens by recognizing that we are all at different stages of our lives and possess different career aspirations and needs. As with any diversity challenge, figuring out what's unique brings about greater understanding and a recognition that we have more in common than we realize.

A difficult difference that older managers and employees have to adapt to is that the younger generations don't view work in the same way as they did. Work, for the younger generations, is not the main focus of their life and/or their identity. Moreover, as they've watched their parents and older friends and relatives go through layoffs and downsizings, they don't see that loyalty to an organization pays off. They are more inclined to want to have a life outside of work that is meaningful. So do the older generations, but the younger ones seem to be better at making it happen.

Younger workers were raised with technology, making them would-be experts on everything technical. They were the CIOs of their neighborhoods, so is it any wonder they assume they know how to do everything? They feel as if technology gives them a real edge in the workplace, and they know how to maximize its effectiveness to get work done in a shorter period of time. Why, they wonder, if their work is finished should they have to stay around the office? They don't understand why putting in long hours proves your dedication. After all, if results have been produced, does it really matter when the work gets done?

Younger workers also want meaningful work and the opportunity to make a contribution. They don't want to sit around and wait for that chance to make a contribution: They want to do it sooner rather than later. In today's competitive work environment, that's not a bad trait to have. Rather than try to mold younger generations' behaviors and habits to conform with workplaces of the past—workplaces that worked in a more industrial era—give them some flexibility to help shape the workplaces of the future—ones in which they will likely spend more time than their older counterparts.

A friendly environment, the ability to use their skills while learning something new, respect, the opportunity to help others, adequate paid time off and flexibility, health and welfare benefits, and the opportunity to do meaningful work—these are some of the things that younger workers are asking for. These are many of the things older workers wanted, but they just didn't know they could ask for them!

Working with multiple generations isn't impossible if you take the time to look for the common ground. Where there are differences, honor and respect them. Don't let these differences drive a wedge among coworkers.

Question: I manage a team of Millennial employees, and I want to maximize my effectiveness in leading this team of younger workers. Can you help me understand more about the traits they bring to the workplace?

Answer: Because Millennials are now the largest generation in the workplace, we all need to know as much as possible about their strengths and what they bring to the world of work. There have been so many negatives written about this large group of people, and much of it has been unfair. Let's look at what they value and how what they value is making a difference in our world of work:

• Workplace Flexibility: Most Millennials want to have the ability to work at their own pace and at a time that fits their personal life. They rebel against the traditional 9-to-5 workday. Technology allows anyone to work from anywhere at any time, so they aren't sure going to an office at a specific time and staying there until it's time to go makes sense. Why not work when you're at your personal best—even if that is in the middle of the night? Savvy organizations are finding ways to have more flexibility in hours and where work is done. There are some financial benefits to this in things like reduced real estate investments because so many people now work from home or telecommute a few days a week.
• Feedback: By asking or maybe even demanding more frequent feedback, Millennials have revolutionized how many organizations manage performance. This generation wants feedback as often as possible, so many organizations have eliminated the annual performance review and now do frequent checkins with staff.
• Collaboration: This generation has been on teams from an early age and enjoys collaborating with others. This trait has had a positive impact on teams and on productivity.
• Meaningful Work: Millennials don't have to work for “name” organizations, but they want to work where what they do has meaning. It is important for them to know where their work fits into the strategic goals of their organization. Many do want to work for non-profits to improve the world, but they are also encouraging private sector employers to be more charitable.
• Skill Development: Millennials are totally committed to learning and growing, and are willing to devote personal time to gaining new skills. Smart employers understand that if this generation doesn't feel as if they are learning something new, they're not opposed to changing jobs to get it.
• Productivity: Millennials have no patience for doing things “the way we've always done them” if there's a better way to accomplish the same task. They are willing to try new things and take risks.

So, let's learn from Millennials because we don't see anything in the preceding list that isn't good for our organizations or our people. Many people of other generations now wish they'd been more open with their employers so that they could have changed the world of work in the positive ways Millennials are doing today.

Question: I have an employee whose behavior has gotten very volatile recently and I'm concerned. I want to address this behavior and offer some help through our Employee Assistance Program (EAP), but I'm not sure where to begin. Any suggestions?

Answer: It's good that you recognize this change in your employee's behavior and want to offer help. The EAP can often stabilize a situation before it grows worse. Making a referral to the EAP for any reason can sometimes be difficult for a manager. When the situation is serious, such as erratic or volatile behavior, it is critical that it's done quickly. You should seek guidance from an EAP counselor who can help you assess the situation and prepare you to handle the situation so that the outcome is positive for both the employee and the organization.

In describing the behavior—to both the EAP counselor and the employee—be specific about the behavior that is causing concern. Provide the employee explicit, quantifiable facts that are hard to refute. For example, “On Monday, you yelled at your coworker in a tone of voice that was threatening. Several coworkers witnessed and reported it.” This helps to break through the employee's denial that a problem exists. It also lets the employee know that you have noticed something and written it down.

When confronting the employee, keep in mind that you are not a counselor or healthcare provider. Avoid diagnosing the root of the problem. Leave this to the professionals. Your job is to focus on maintaining proficiency and productivity of your department.

During your discussion with the employee:

• Let the employee know what is expected: specific actions and a time frame for completion, including dates for follow-up.
• Document what has been communicated to the employee.
• Communicate that you will continue monitoring the employee and that absent improvement further action will be taken, specifying the action that could take place (e.g., termination).
• Initiate any parallel management action, such as a plan for performance improvement.
• Make a management referral to the Employee Assistance Program. Communicate that contacting the EAP is part of the action plan for improving the situation.
• Emphasize that the management referral is voluntary and that the EAP is offered as a resource to help. It's the employee's decision to take advantage of the help, but they will not be disciplined for failure to follow through on a management referral.
• Stress that The EAP is not a safe harbor. The employee remains accountable for their performance and behavior.

Remember that a management referral to the EAP is voluntary.

• No punitive action can result if the employee fails to contact the EAP (e.g., “If you don't call the EAP, you will be terminated.”).
• No conditions can be placed on the referral (e.g., “I suggest you call the EAP by next Thursday.”).

You will likely receive confirmation that the employee has or has not contacted the EAP, but you may or may not receive feedback regarding the employee's progress. That depends on whether the employee authorizes the counselor to contact you. Nevertheless, once the referral has been made, continue to observe, monitor, evaluate, and document the employee's performance. If there is no improvement, then further management action should be taken in accordance with your organization's policies.

Question: With the increase in violence in the workplace and society, are there any things in particular that I should be aware of as a manager?

Answer: Violence is a gruesome, disturbing reality today, and it's commendable that you are aware and want to be proactive. Prevention is the best defense against workplace violence, and your organization should have programs and plans in place such as management training, a response plan, and an Employee Assistance Program (EAP).

Managers play a crucial role in recognizing and addressing inappropriate workplace behavior. Intervening is the first line of defense for preventing potential violent incidents.

Some of signs of a troubled employee include, but are not necessarily limited to:

• Erratic or aggressive behavior.
• Expressions of hostility, including taking everything personally.
• Changes in performance and inconsistency in performance and behavior.
• Refusal to take direction.
• Avoiding colleagues.
• Questions and/or obsession with the grievance policy.
• Signs of depression, including slower work pace, unkempt physical appearance, expressions of despair, and inability to concentrate.
• Interest in/obsession with weapons.
• Threats of suicide.
• Belligerent or argumentative behavior.
• Perceiving self as a victim.
• Missed deadlines.
• Attendance problems.
• Mood swings.

Be a careful observer of employees' behavior and alert to changes. All of us have bad days or weeks and may snap at others or be distracted. However, a troubled employee exhibits a pattern of change, and it is those patterns of change to which you need to be observant.

Realize that many of these signs can also be indications of psychosis or other mental illnesses or signs of drug or alcohol abuse. Avoid trying to diagnose the root of the problem; just recognize that a problem exists and take appropriate action in accordance with your organization's policies, such as referring the troubled employee to the Employee Assistance Program. Of course, if there are direct threats of violence report them to the leadership—specifically human resources, legal, or security support—so appropriate action can be taken.

Perpetrators of workplace violence can be individuals other than employees or former employees. If an employee is a victim of domestic violence, the spouse or domestic partner may look to seek vengeance at your workplace. If you are aware that any of your employees are domestic violence victims or have restraining orders issued against a significant other, let the leadership in your organization know so that appropriate alerts and actions can be implemented. Of course, if one of your employees has had a restraining order issued against them it could be a sign of violent tendencies, and you should report that as well. If any of these situations exist, this would also be a good time to offer the services of the EAP to the employees.

In the unfortunate event an incident should occur in the workplace, find the closest and safest escape path. Get out, help others, prevent others from entering, and call 911 when you are safe. If you can't escape, hide (preferably behind large objects to create a barricade), lock the door and turn off lights if possible, silence cell phones, and stay quiet. The Department of Homeland Security has Active Shooter Pocket Cards that can be downloaded from its website (www.dhs.gov/publication/active-shooter-pocket-card) as well as other publications regarding preparedness, response, and recovery.

Question: I came from a work environment where employee burnout and turnover were high. My new organization has asked me to work on a task force to prevent employee burnout. I'm excited about the opportunity. Can you suggest some organizational-wide programs that I can propose?

Answer: It's great that your new organization wants to be proactive in preventing employee burnout and wonderful that you want to be a part of it. Preventing burnout is a responsibility that needs to be shared by the employees, managers, and leaders. Your organization is on the right path in taking a holistic approach.

There are various ways that telecommuting and flexibility can be used on a formal and informal basis. Two informal programs could be:

1. Work from home days, which can either be one dedicated day a week or an alternating day. Everyone can benefit from a day away from the office routine, a day of productivity, and solidarity. Even if collaboration is important to the nature of the work, time away and working alone in a controlled environment boost productivity and the quality of work.
2. Various forms of flexible scheduling. Staggering work hours is one way of flexible scheduling. Even on an adhoc basis, if a team member has an important project due, let them get it done in the comfort of home while everyone else is sitting in traffic or commuting. They will likely be more creative if they can work first then drive to the office.

In addition to workplace flexibility, make sure the organization values time off. For example, allow employees to take mental health days. If the employee knows that the organization's leadership sanctions this practice, they will be more willing to take this time off. When employees complete major projects, let them take a day off. If your business model allows, it could be a day in addition to their paid time off. If that's not possible, at least offer the opportunity to take unscheduled leave. Encourage the use of vacation days. That's what they are there for—time off. Don't be the organization that allows employees to wear their excessive time-off balances as a badge of honor.

Other things the organization can do to create a sense of balance in the workplace is to set aside space and designate it as “mindfulness space.” If you have an open work space environment, this could be a quiet corner. If your work space is more traditional, perhaps a separate office could be set aside for this purpose. These spaces should be technology-free, with low lighting (lamps rather than overhead lighting), and comfortable furniture. They need not be elaborate—just quiet space where employees can get away and think.

Speaking of technology-free, consider having unplugged, organization-wide initiatives—for example, no use of technology on a certain day during certain hours. If you need to talk to someone in the same building, have a face-to-face meeting. Bonuses to this initiative are that it will help build interpersonal relationships among colleagues and will promote an environment in which people are engaged in their work and the work of their colleagues. They will want to remain in this environment and recruit their colleagues to come work for the organization as well.

Question: We're anticipating some major organizational changes soon that will impact my team. Are there things I can do now to limit the disruption to our work?

Answer: Getting a jump on change is a great idea. Anything you can do ahead of the announcement will be beneficial, but it sounds as if you already know how changes at work can be upsetting for many people.

Think about each of your employees and how they typically react to change. You probably have a few who welcome and champion change, and quickly adjust to whatever happens. These employees will be highly valuable to you and can help you sell the change to others who aren't receptive to change. Change champions are invaluable in any organizational change initiative. They will help bring others along to the best of their ability. So, if you don't know who you can count on to be a change champion, now's the time to find them.

Most likely you also have people who dig their heels in and resist any change. These employees may need special handling once the change is announced to get them on board. Others may be the kind of people who are neutral on change and wait to see how things play out before they embrace the change.

If your organization has experienced a lot of recent changes, you may find your staff is just plain tired of things always in flux. Preparing them for change can make all the difference in how effective the changes are in the long run.

Employee engagement plays a part in how ready your team is for change, so carefully monitor your team's morale. Fully engaged employees are usually more accepting of change because they're fully committed to your organization's success.

Focus more attention than usual on your organization's mission so that your team is thinking “big picture.” Employees who are fully committed to your mission should be more receptive to changes designed to increase your organization's success. Talk about some of the issues the changes will impact to bring your employees up to date.

It's always important to listen to your staff, but it is critically important in times of change. Take time to hear their concerns and address those you can as quickly as you can. Your organizational grapevine will be buzzing, so head off as much as you can by being as open and transparent as possible. You can't over-communicate in times of change so plan carefully how the change will be announced and how you will follow up after the announcement.

Listen to your employees, reinforce the mission, and find your change champions. This will set the groundwork for a successful change.

Closing Thoughts

As a manager, you can expect that you'll be faced with challenging circumstances—the ones discussed in this section or others. There should be resources (internal or external) that can help you to avoid potentially perilous situations. Get to know those resources and develop relationships with the staff. Admittedly, some will never be pleasant or easy, but some will make more sense to you once you understand the rationale behind them.