We humans are complex beasts. We live, love, hate, befriend, stress, grieve, excite, depress, yearn and everything in between. Whether we like it or not, agree or disagree, we are given what we are given. To make matters worse, we are a potpourri; a hodgepodge buffet of everything so that the best and worst can even occur in the same psyche. We are in short; an incredibly complex web of neurons and a real mess.
Will Rogers said he never met a man he didn't like. He could have said the reverse. Paradox, ambiguity, confusion, turmoil, uncertainty, motivation, pride, ego and strong sense of community just stir the pot. We try our best to generalize, stereotype, and simplify but we human beasts defy attempts to 'get figured out'. The same system that allows us to create and accomplish extraordinary feats also allows us to fail and anguish in misery and yet still call it a learning experience or cognitive excercise.
And of course we bring our mixed bag of social evolution and personal circumstance to the workplace. When we walk into the office or punch in we are still the same person even though we may flip the 'work switch' or 'put on the office face.'
When pain and stress enter our lives it spills over into the workplace. The result can be a sour attitude, reduced productivity, lack of cooperation, lack of focus, etc. Under ideal circumstances we should come to work, be happy we are employed, focus on our tasks and responsibilities and make the business agenda our agenda. At least during work hours.
The demands of the workplace and the demands on our personal lives are putting greater pressures on us and forcing us to look at how we cope and try to maintain a balance. And throughout it all the manager has to manage and 'keep the ship afloat.' So you might question are there not some tricks and strategies the good manager uses that the bad manager does not? Here are a few concepts:
1) Managers know personal problems can make a productive worker useless. The astute manager does not take serious personal problems lightly.
2) Many employees have potential that will never be realized because of personal problems. Some people choose lifestyles that create a steady stream of problems. Some even will find relief, meaning and comfort in going to work. These employees bring little value to the company and the best approach is to avoid hiring such character types. And consider firing the ones you do have. It's just not fair to your good people.
3) When an employee has a major personal problem it may be impossible for them to focus on work. Consider giving them time off to handle the problem. Lovers and teenagers are frequently found in this category. This is not so much knowing how to be a sensitive manager as a productive one.
4) Get to know your people and request they get to know theirs. If an employee is showing a big shift in affect or behavior, ask if there is a problem. Slight shifts in behavior are normal and we all have them. But major shifts are not and can signify a more fundamental problem. Try to show genuine interest, which as a manager is part of your job description. Avoid gossip and respect confidentiality.
5) Avoid playing the hero. Most employees can work out their own personal problems on their own. That is not to say an expression of concern is not appreciated...
6) Work on your own managerial people skills so you become a better observer.
7) Make it clear that business comes first. Without the means to support a family things go sour quickly. As members of the team you owe it to your colleagues to carry your load...
8) Understand that an employee's personal problems are not your concern. Your concern happens when these problems affect the workplace.
9) Give the employee time to work through their problems but set a limit. Some personal problems can never be resolved and the manager should then consider the employee's appropriateness for the position.
10) Support your employee's efforts to solve or resolve their problems. If your company does not offer counseling benefits you could consider allowing the employee time off to go.
11) Think of your people as profit centers and not costs.
And finally, take care of yourself. As manager, who will hold your hand when you need help?
Jack D. Deal
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