August 2004
EVER
WISH YOUR OPEN-DOOR
POLICY WEREN�T? Many employers make it a point to keep an open door policy with their employees. It�s a great idea! Keeping the lines of communication open is imperative if you�re to run a successful business. However, if you haven�t taught your employees how to solve their own problems, not only are they less prepared to solve business problems, but you may also find that you�re facing a never ending stream of �monkeys� on your back that keep you from working effectively. Spending too much time on other people�s problems and making decisions for them can be a real burden for you and your company. So, how do you keep the lines of communication open while also effectively managing your precious time and energy. The key is to teach your employees to handle their own problems� not you! The job of the leader/manager is to develop employees, and these employees can�t learn to solve complex and diverse business issues and challenges if they aren�t encouraged to resolve problems on their own. Employees should know, step-by-step, how to resolve a problem, and only as a last resort should you have to resolve it for them. Here are some key steps to consider: 1). Always ask what the employee has done to resolve the problem. Fight the urge to solve the problem yourself. Find out how the employee thinks the situation should be handled. With ownership of the problem where it belongs, employees have an opportunity to respond as mature adults. Give them a chance to use their wisdom. Let the employee know you will be thinking about the issue and generating ideas yourself. 2). If the complaint regards another individual, ask the employee if he/she has attempted to talk to that employee directly. If the answer is no, and the situation is appropriate, have the employee speak to the other employee and get back to you with the outcome. If the issue is not resolved, or if it is not appropriate to talk to the employee, follow the steps below.
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3). Ask the employee to speak to his/her immediate supervisor. Note: If the problem concerns the supervisor, or you are the immediate supervisor, see step four). The immediate supervisor should be skilled in problem resolution and be aware that his/her role is to encourage the employee to find a way to solve the problem, so coach your supervisors will. They should always ask the employee for his or her suggestions to improve the situation. The employee should be encouraged to get back to the supervisor with several alternatives and action plans to resolve the issue. 4). When all else fails, you take the issue. (Having to do this too often could be a warning signal). Always be sure that the issue or problem is resolved appropriately and timely. Follow-up and be sure of an acceptable outcome. Letting employee problems fester is equivalent to saying �I don�t care,� and morale and teamwork will surely suffer. 5). All employees should know that there is neutral party willing to help confidentially with very sensitive or personal problems, such as a preacher, employee assistance coordinator, or employee relations representative. By communicating and applying these steps to effective employee problem solving, you encourage and teach your employees to be their own best managers, and you get more time for yourself. You may find your open door becoming less like a revolving one as trivial pursuits disappear or resolve themselves without your knowledge. In time, as encouraged problem solvers tackle more complex issues, you just might see your business grow more effectively from their efforts. Your leadership time is now more appropriately applied to customer, quality, team building, and productivity, while your employees grow as effective business partners. Sounds like a win-win to me. Can you imagine how you�d feel (and how competitive and profitable your business would be) if your employees were developed to the point of handling the quality, productivity, and service issues you�ve been trying to tackle? by
Robert R. IcIver BS MS CCP, Human Resource Director of a Nationaly Reconized Engineer Consulting Firm
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