To begin this discussion narrative; I must place a disclaimer that the intention
To begin this discussion narrative; I must place a disclaimer that the intention of the discussion board topics is to introduce topics for discussion as it related to the topics being covered in the Unit, however please know that this narrative is based on actual events that have a direct impact on the business environment and in no way have I indicated any personal political ideologies or is this an attempt to push my political thoughts on to you.
The Chapter reading assignments for this Unit, really speak to the current business environment as we face increasing prices, increased fuel cost, storage of consumer goods due to supply chain issues at the ports, all while many employers are still struggling to hire enough staff to keep their business operating. Chapter 10 is especially important as it addresses communication theory and modern media, while we are continuously presented with information; both valid and misinformation through social media and media at large. In our current environment, there has certainly been contention based on differing views, in particular politics and Pandemic mandates. This can certainly spill over into the work environment and create tension within the workplace, so it is important as Supervisors and Managers that we are able to separate our own individual ideologies or biases in order to make sound and fair decisions. Good communication is the key; not only for general and change management, but for positive conflict resolution as well. The key is to always remember the most powerful weapon any person possesses is their words. Words have the power to build us up and break us down, words can encourage or discourage, words can inspire but can also bring about ill-intent.
Employee motivation is another key component is successful Supervision. How many have started a new job with lots of energy and motivation, only to realize your Supervisor is either a micro-manager or shows no real concern for the work of the employees? I have been in this situation where the excitement and motivation I had going into a new position was deflated by a manager that showed no concern for the work of their employees and had to have a finger on everything you do. I was quickly deflated and lost motivation, since it signaled to me that the work I was doing was not appreciated. One important thing to keep in mind is benefits such as salary, insurance, and other perks are good motivators, however they can’t replace the motivation of making your employees feel appreciated, that the work they do is important, and that they are valued by the company. I came across this learning experience years a go as a coach. In my years; I worked with several athletic trainer, physical therapist, and conditioning coaches to learn more about the body, the specific muscle movements involved for different positions on the field, all so I could design strength and conditioning programs individualized for athletes based on the muscle movements of their positions. In doing so, I knew how to build athletes. My first year at a new school, I remember going into a game and thinking this is going to be easy. Their players were not near as athletically fit as my team so I felt confident in our chances. As the game went on it became apparent that this coach had a secret I did not know about, because his players went to war for him, where my players were dedicated to their individual positions. In speaking with the coach after the game I inquired as to what his secret was and the surprising revolution was: there is no secret Coach, it is as much about motivating your players as it is training them to play a position. Lesson well received and I begin to putting this into play, the performance on the field increased. Since then I have taken this same philosophy into the Supervision and Management of others. I want you to feel appreciated, needed, trusted, and that the work you do is valued. I have learned staying involved with what your employees are doing; not only at work but also in the community, really sends the message to the employees that they are appreciated. I had an employee one time that in doing some research, I noticed she had recently at that time published an article in a large publication. Although it had nothing directly to do with her job, after gaining permission from her, I shared her accomplishment across the school and even setup a time for her to present her research and findings to those that had an interest. I made that employee very valued by a simple act, but that employee became my best performer.
Finally Chapter 12 deals with Counseling and discipline. This is an area I feel passionate about because it truly touches the personal level of Supervision. Again as we have seen played out in many situations, public accusations are now finding a verdict of “guilty by Social Media”, based on opinion. This is the one time I make a plea: please do not allow your employees to feel this way in the workplace. This again is where communication and clear expectations comes into play. Of course we all are obliged to carry out the polices set in place by our employers; which includes carrying out the mandatory discipline protocols especially for automatic termination actions, but don’t convict the employee. Many companies have been sued for wrongful termination, based on the employer making a rash jump to judgement of an accusation, only for it to be determined later that the act was not as was accused. Going back to Chapter 10, as a Supervisor always be an active listener. I always start with counseling; no matter the issue, because I want the employee to have the opportunity to discuss their side of story as it relates to the situation. I do however begin each session with setting the ground rules that I am interested in hearing your side of the situation and want to give you the floor and the time to do that, but as a reminder we will remain calm and communicate in a calm and professional manner. If they begin to become loud or using foul language, I will remind them again of the ground rules and if it continues, I will stop the and offer the person an opportunity to take a break to settle down before we continue. I take notes as they are speaking and to show I am interested and want to ensure I have their story straight, I will summarize their information back to them and ask if that is a true representation of their story. From here we can begin the counseling. Having heard them out without interruption and ensure that you have a understanding of their story by reading it back and asking to make sure it is correct, in many cases calms the employee as it sends the message that you are listening and do care for what they have to say. From this we can progress into a discuss on steps to take to resolve the issue and much like with an appraisal, involve the employee in the improvement plan development. I have been often surprised when doing this, as most employees will actually come up with more goals for their improvement plan, than you would have likely developed yourself.
Discussion Questions (As part of your Initial Response, please answer the following questions)
1. As a Supervisor, what are some steps you can take to not only motivate current employees, but also attract new employees to your business?
2. Chapter 10 introduce you to a lot of information related to communication. What are some tactics you can employ as a Supervisor to establish clear and effective communication with your work group?
3. Why is it better to start with counseling before discipline?
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