The Workplace Golden Rule: Supervisor and Friend

By Dr. Paul L. Gerhardt, PhD

Should a supervisor be “friends” with his employees? This is a question that has been asked for the last few decades. The fact of the matter is that the relationship between a supervisor and supervisee can be very tricky. Often, the supervisee is at the receiving end because of the hierarchy. Therefore, to protect the interests of the supervisee, there are certain ethical standards that a supervisor needs to adhere to. Exhibiting ethical behavior indicates professional approach of a supervisor. Being friendly and a supervisory, while practicing ethical workplace actions is key.

It is the duty of a supervisor to provide a positive and supportive atmosphere that boosts personal and professional growth of the supervisee. It includes doing training, helping employees learn the nuances of their job, and supporting the supervisee in whatever way possible. Ultimately it is all about seeing that the client is well served by the supervisee. This is best done by treating the employee well and in a manner that the supervisor would like to see the client to be treated. This of course sounds like the Workplace Golden Rule.

Although it is believed that most supervisors adhere to ethical practices like updating the supervisee of expectations regularly, the less obvious fact may be that “busy-ness” of running a business sometimes inhibits meeting employees regularly enough. Therefore there may be a significant gap in the necessary imparting of workplace knowledge about the expected practices, cultural nuances, legal and ethical responsibilities, and so forth. However, some scholarly research suggests that most supervisors do not adhere to a significant level of ethical guidelines. One example of this may be, maintaining transparency within the department. Research indicates that as many as 50% supervisors do not adhere to ethical behavior guidelines. This may be due to supervisors wanting to maintain a sense of being “cool” or being a friend to those he supervises.

It is observed that when supervisors don’t comply with the ethical guidelines that it reflects as a weak workplace alliance by the supervisor.

Consider these three important supervisory alliance dynamics:

a) Relationship between the supervisor and the supervisee

b) Understanding of the purview of supervision

c) An understanding of the tasks that will be supervised

When there is a strong work relationship between the supervisor and supervisee, studies show that it will usually result in improved efficiency, role clarity and transparency. Likewise, it predominantly results in greater job satisfaction for the supervisee.

Knowing this gives supervisors great responsibility and a fine line to walk. Human Resource professionals will tell you that many a times, supervisors adhere to unethical practices, such as sexual overtures, discrimination between the supervisees, lack of transparency due to relationship dynamics. Often, a supervisor who is not confident about himself may resort to dirty tactics such as non-communication of the workplace expectations or guidelines. He may fail to delegate important work, and other poor practices out of favoritism or fear of some relationship dynamic. Of course, this will have a negative impact on productivity of the supervisee and will also result in workplace dissatisfaction. In circumstances like these, the employee may suffer from anxiety. Supervisee anxiety is a condition where the supervisee is in a constant state of apprehension, stress, uneasiness and fear whenever the supervisee has to interact with the supervisor. In many cases, the supervisee will carry the grudge home, and it will affect her family life as well.

Supervisors must realize that it is very common for employees to feel slightly anxious while dealing with a supervisor, because of the nature of ‘boss-subordinate’ relationship. However, if the employee feels overly anxious, then it should be a cause for concern. Over anxiety will adversely affect employee performance. She will start showing a lack of interest, and will show negative response to the supervision. For example, if a supervisee feels that the supervisor favors another employee in the department, and divulges confidential information to that employee, then, she will ultimately and understandably lose trust in the supervisor. This will have a great impact on her work. Her self-esteem be deteriorate and consequentially, the response to supervision and workplace responsibility/effectiveness. Worst of all, the supervisee too may resort to doing unethical activities which sabotages the complete success of the department. One of the most common unethical supervisee behaviors is to bypass the authority. This may be a good thing if it gets the team working on the correct path to success. It may also result in termination to individual team members, including the supervisor.

Supervisors must be friendly to all employees ALL OF THE TIME. They must never compromise ethical practices. Supervisees may resort to unethical behavior if they feel they are being treated poorly or unethically. Therefore, the Golden Rule of the Workplace is about being kind, making time to share information regularly, not showing favoritism, and fix what needs to be fixed. Little things can lead to big things before you know it.

For more information, contact Dr. Paul L. Gerhardt, PhD at: www.paulgerhardt.com

The Secrets of Career Advancement and Job Satisfaction

Have you ever wondered why some people get the best jobs—while as hard as you work, you seem to never catch a break? Tons of research has been conducted that exposed career management best-practices that lead to the swiftest advancement. Research shows that it may be specific attitudes may be the key to obtaining that dream job and promotion. These career-related attitudes like job satisfaction are clearly linked to promotions. Research results demonstrate that frequency of using career management best-practices correlate positively to organizational commitment and job satisfaction.

Job satisfaction and career satisfaction relate to happiness with a person’s life at work and also contribute to contentment in varying ways. Career satisfaction can be defined as a level of happiness that is experienced via a person’s choice of employment. Job satisfaction stems from a person’s present work situation and also depends on factors like location of the job, working conditions and other influences. The opposite of job satisfaction is actually not job dissatisfaction, it really is no job satisfaction.

It is considered, as common knowledge, that probably one of the most important factors in a successful organization is job satisfaction. It has been said that job satisfaction is related to a person’s sense of meaning and effectiveness within the workplace as against factors that are external.

It has been found that recognition, achievement, responsibility and the work itself are job satisfaction’s most influential factors. These factors are more influential than status, working condition or interpersonal relations. Research further concluded that the feelings workers have about what they have achieved and have been recognized for are the most common feelings associated with increased job satisfaction.

In numerous studies, it was discovered that the factors associated with job dissatisfaction have a different set of relationships. It has been identified that the strongest factor associated with dissatisfaction on the job is the perception of unfairness. Other factors of job dissatisfaction relate to perceptions of having a lack of opportunities to professionally develop or grow, as well as discontent with pay.

Factors that dissatisfy could then lead to the development of behaviors and attitudes that would clearly indicate that there are challenges in the workplace that are not being addressed. However, it has been studied that things that may lead to job dissatisfaction are not the mirror images of job satisfiers.

In some literature related to motivation and career success, it has often been assumed that satisfaction and motivation are similar and can even be synonymous. However, motivation and satisfaction are very different in terms of performance and reward. Motivation is basically influenced by perceptions about the relationship between rewards and performance that are forward-looking. However, satisfaction is related to how individuals feel about the rewards that they have been given. In simpler terms, motivation is an outcome of expectations of what will happen in the future while satisfaction is about past experiences.

Career management can be defined as a process through which people develop an understanding of their environment and themselves. It is about acquiring feedback regarding their progress in their careers, and helps formulate strategies and career goals. The best-practices of career management aim to help workers develop new skills or to update their old skills. Effective managers help employees make better career and job choices and assist in getting them to be prepared for higher levels of responsibility within the workplace.

Smart managers are taking note of studies that show frequency of using various career management practices is positively linked to job satisfaction and an individual’s commitment to the organization. Also, the frequency of use of different career management practices is inversely related with turnover.

In short, successful organizations are always doing things to help their individual members grow within the workplace. Managers cultivate a positive environment where people see themselves as being treated fairly and always being given tools to grow and be their very best.

For more information contact Dr. Paul L. Gerhardt, PhD. www.paulgerhardt.com

Consider Our Aging Workforce Wisely

Right now, we appear to have serious unemployment issues across the United States. However, it is important to also realize that every day; approximately 10,000 Americans are turning 65. Many organizations in all parts of the globe are experiencing certain shifts in their population of employees. These shifts result in workforces that are aging and are also simultaneously becoming age-diverse. This means that decision-makers and coworkers alike in every type of organization should be more aware of the capabilities and needs of their employees. Being cognizant of workers in all age groups ideally cultivates creativity and efficiency. In turn, this yields stronger and more competitive organizations.

Many researches have tracked the age variable and how it manifests itself in terms of worker’s behaviors, goals and emotions. Although there is no disagreement regarding the fact that people experience changes differently in those aspects as they age, there is some disagreement as to what are the mechanisms involved and how prominent or widespread the changes are in the workplace.

Numerous studies regarding age differences in work values and attitudes illuminate a topic that employers must stand up and pay attention to immediately. There are differences in views of aging. Developmental theorists are beginning to advocate for a more optimistic view. Some considerations employers should think about and create policy about involve proactively focusing more on the losses and detriments associated with an aging employee-base.

Relationships need to matter in the workplace. Consider the phenomena of relationships with other members of society which are often altered in quality or are even severed when people age. This gives a perception that as adults grow older, they disengage from society. There has been research that has shown that as adults age there is a decrease in the number of their social circles and these results in a greater distance from society.

Most workplaces require employees to be a functioning important member of a team. Distancing or disengagement of employees may have implications on the performance of aging adults in the workplace. This is because organizations may begin to expect that the older members of their workforce are more likely to withdraw or engage in behaviors that are counter-productive due to their disengagement. The good news is that there is research that clearly suggests that this is not really the case.

Employers may find that the aging process is associated not with disengagement, but is associated with continuity. Studies suggest that as adults age, they continue to strive for maintaining the same activities, behaviors, relationships and personalities. As they maintain these elements of their lives, older adults continue a connection with their experiences. There is empirical evidence that suggest that many aging adults are able to maintain continuity in their personal traits, steadiness with their close relationships, and intelligence. It has also been found that aging adults have a tendency to maintain their social participation following the demise of a spouse and show stability in their participation in religious activities over their lifespan.

There are also studies that have revealed that aging adults perceive themselves as being the same individual all their lives and there is also a significant stability in how they perceive specific characteristics about themselves. This also has important implications in the workplace as older adults would be more concerned with the maintenance of good relationships at work and continuing good performance in the job. It has been found that older workers have a tendency to display fewer withdrawal behaviors, continue behaviors which maintain efficiency and productivity, and display more safety behaviors.

With that said, it will be interesting to see how workplaces change with these new age dynamics. Organizations must utilize EVERY employee wisely in order to maintain competitiveness in their market.

What Every Leader Should Know About The Bottom Line

If you were to do a random survey on what the average person believed the primary goal of a supervisor is, you would most-likely find that the majority would say that supervision is about getting results. However, the deeper question about leadership is, whether supervisors who demand absolute compliance to company policies without questions and demand immediate results be absolutely or mostly-effective in their role?

Whether you are a supervisor or not, chances are that you have one if you are currently employed. If you are in a position where you are required to direct other people’s activity, then you definitely need to take a deep inward look into your supervisory skills and practices. The most-effective leaders know that this truly is the key to maximizing one’s own personal potential for getting better results from the people you direct. We must always be in the practice of knowing what we know and affirming what serves us and our organization well in how we deliver leadership.

Supervision is all about building high-quality working relationships with the people we work with. Trust between and among all team members always requires time to develop. However, once it does, synergy, production and communication can be maximized. No matter what the task, individual efforts and thoughts can soon assuredly be applied to whatever situation arises. Another by-product of well-developed trust is that conflicts become minimized and as a result, time is both saved and maximized. Trust is at the foundation of high performing teams!

Teams are complex, but it is all about trust. The best supervisors know that they should always be able to unquestionably trust an employee to get a job done satisfactorily. Likewise, the employee should be able to trust his or her supervisor to give unwavering and unquestionable support, as well as fair compensation. Generally, employees have high expectations for leadership in the workplace. Employees want to be treated with deep respect and dignity. When there is tried-and-true trust, a strong working relationship builds the maximized commitment that gets the work done well—efficiently AND effectively.

Excellent supervisors never skimp on training their employees and help develop them to be the best they can ultimately be. Successful leaders are always happy to take time to refine their employees’ skills and bring in experts to continue the growth that every person needs to stay fresh and motivated. The benefit of constantly investing in updating employee skills is quite obvious. Employers can retain the employees, which ultimately lowers costs of doing business. Likewise, training builds skills to grow as well as meet the future needs of the business.

These are the most-competitive times in all of history. Organizations must learn to retain talent and keep them loyal. Losing an employee to the competition has immeasurable costs. Of course training also benefits each employee. It gives him or her, an opportunity to grow and take on new roles and responsibilities within the workplace. There is always room in EVERY smartly-competitive organization for employee growth.

Employees who no longer feel that they can grow within an organization will most likely seek better employment elsewhere. For example, most of the work that is done these days involves an interface with some form of technology. If the company takes the time to train their employees to use the newest technology and intellectual training, it enhances the employees’ skills with handling the technology current as well as helps the employee learn more about himself/herself. As a result, the employees would be most likely stay for a long time with the organization that paid for that training.

Supervisors are also coaches. They rely on their skills in coaching to develop their employees to become self-directed. It takes a lot of effort and time to always have to stand over someone’s shoulder to make sure the work gets done. With all the responsibilities that supervisors have, it pays to be able to delegate work and support employees with coaching.

There are often cases where supervisors are tasked with resolving conflicts. Conflict resolution is very important for leaders at every level to understand. In every organization with multiple employees, conflict within a team can affect the performance of the employees and the reputation of the organization. When performance gets affected, the bottom line ultimately will be impacted. Conflict can be very expensive for organizations.

Leaders must always be cognoscente that the workplace always needs to be safe. Smart supervisors should take on the responsibility of maintaining safety. This is an exceedingly important skill. When a supervisor make it clear that safety is crucial, he or she is ultimately communicating to the employees that they are valued and important. Of course a side-benefit of having a safe place to work is that it helps the organization to become more productive and profitable. Injuries nickel and dime the profit and success off every organization.

Supervisory skills are exceptionally important. The most effective leaders are always making sure that their personal and employees’ skills are kept sharp. Truly, training can be the best investment anyone can make. The result of sharp supervisory skills will be increased employee confidence, greater employee satisfaction, a safe work environment and ultimately a positive workplace where all employees will crave to contribute to enhance performance and enhance profitability of the organization.

For More Information Visit: www.paulgerhardt.com

The 10 Secrets of Effective Leadership for Supervisors

As a leader, manager, business owner or supervisor, it is so important that you understand what it takes to be an effective leader. It is all about understanding the art and science behind effectively leading, managing, motivating and supervising your employees or staff.

These in a nutshell are the essentials. Hopefully, these tips will help you improve your skills and your relationships with your staff. As a result, you should find deeper trust and support.

• Be impartial: As a supervisor or leader, you need to treat each of your staff in an unbiased manner. Always consciously be fair. Always be respectful to EVERYONE you come in contact with, not matter what the position he/she may hold. We all know that there are those individuals who may be more pleasant than others. Others that may be quite the opposite. No matter what, you should avoid any hint of favoritism and treat everyone fairly.

• Be a coach: The workplace is simply that – a place to work. It is not the frontline of a war. Include your staff in decision making whenever it is possible. Encourage them to improve their skills. Try your best to help them get promotions, pay hikes or get recognition when they deserve it. Be a coach of the team. Think about the consequences of treating employees with anything less than respect that good coaches do. Give your employees the tools they need to do the job right and to grow both personally and professionally. There truly is enough success in the workplace for everyone. Share it and inspire it!

• Criticize diplomatically: When you need to give criticism about a person’s performance, you need to be diplomatic. You should avoid making any conclusions without considering the repercussions. Be tactful. The rule of thumb is to praise in public and criticize in private. No one wants to be criticized in front of an audience. You may remember hating it when you were a child being criticized in front of the class. Keep that in mind. Make the criticism specific and work-oriented. It is not personal. Timing is important too. Make the critique immediately when you witness it rather than waiting for several days or longer. It needs to be meaningful, memorable and diplomatic to have long-term success.

• Defend your staff: Remember how your parents used to stick up for you when other people criticized you unfairly? You need to do the same thing with your staff. You need to show them that you are a supportive and reasonable supervisor. When your employees are wrong, find a creative solution to protect your staff, but make things right in the most-diplomatic way possible. Don’t sellout your team, but include them in coming to the conclusion for themselves that mistakes were made if that were the case. If your employees are in the right, help the other party come to that conclusion with logic and REAL facts and data. The whole goal of running an effective organization is creating a sense of trust and value for ALL involved.

• Flexibility is important: Procedures are there to guide people on how things should be done. However, wise leaders recognize that there are times when you need to be flexible when you are dealing with the concerns of your staff. You need to use common sense. Consider who all is involved, who is helped and harmed, as well as any possible long-term consequences of the decision. Not everything is black-and-white or cut-and-dry. Being flexible helps employees to give their best. It does not stifle creativity and promotes the value of being an individual. Some rules CAN simply be broken from time-to-time.

• Keep things simple: When you are giving directions to an employee about a task, make them simple and easy to understand. Try your best not to make things seem so difficult even if the task is actually very challenging. Giving simple directions will make the employee feel confident that he or she can do the job. Keep the person’s learning style in mind. Some folks do better when you give the bottom line of what the final project needs to look like. Others need specific directions. Others need it demonstrated. Be wise and know who you are talking to and change YOUR leadership style to meet the needs of each individual follower. It will pay dividends in the long-run!

• Know your staff: Get to know your team members. Learn their strengths and their weaknesses. Most importantly, make sure you know their names. Nothing can be more disappointing to an employee than to be called “hey you” or even worse “Dude”. Taking time to learn the strengths of your staff will help you when assigning tasks and they will feel good about working with you. For example, if Mary is good at planning events and loves to do that, let her do so when there is an upcoming event. She will feel good about being given a task she loves, she will do it well. She will appreciate you more for assigning her the task.

• Make sure your interest is continuing: Nothing can be more disappointing for an employee that not being given feedback about how well they have done. Feedback on performance needs to be regular. You need to be honest and give feedback regularly. Praise when praise is due and give suggestions for improvement when it is not. Be very specific in your praise. Do not just say, “Good job!” Say, “That looks great! I like the way you met the goal with time to spare and I am confident our customers will like what you did with this specific piece here!”

• Surround yourself with the very best: Being a successful leader means realizing what your personal strengths are and then surrounding yourself with others with the talent you are missing. Know what you know and know what you do not know. There is enough success in this world for all of us. Put the right people in the right places and take good care of them!

• Train everyone: Each person is unique and has his or her own weaknesses and strengths. Make sure you take the time to develop the skills and abilities of each and every member of your staff. Do not overlook anyone. When you take the time to develop everyone, employees will know that you care for them and they will respect you for that. Their performance will improve. Just because an employee says, “Yes. I understand.” That may also mean, “I don’t want you to think I am stupid, but I really did not understand.” Effective training involves the trainee showing how to effectively implement the training and put things in his own words to show complete understanding.