Roanoke Times
                 Copyright (c) 1995, Landmark Communications, Inc.

DATE: SUNDAY, November 6, 1994                   TAG: 9411040055
SECTION: EXTRA                    PAGE: F-4   EDITION: METRO 
SOURCE: CAMILLE WRIGHT MILLER
DATELINE:                                 LENGTH: Medium

ALCOHOL PROBLEMS CAN BE FIXED IF SPECIFIC PLANS ARE FOLLOWED FAST

A: Kathleen Carroll, a Ph.D. and licensed counselor, cautions that "a pattern of Monday absences, medical problems related to excessive absences and performance problems related to quality and timeliness of work are often signals of alcohol abuse." Carroll, program coordinator at Blue Ridge Community Services New Directions, believes "most alcohol abusers can be treated while employed. It is important, though, that swift corrective measures be set in motion."

Carroll urges supervisors to "talk, first, with the personnel manager. It's free, private and confidential." Develop a plan of action and implement it with the personnel manager's supervision. Personnel managers are aware of both counseling needs and legal issues involved in alcohol-related problems.

The plan should address performance first, and then suspected alcohol abuse.

Carroll suggests beginning by pointing out "where and what work performance problems exist." Be very specific in describing performance issues. Follow with an opportunity for the employee to explain. If explanations do not include alcohol dependency, bring up the issue.

Be ready to guide the employee to appropriate resources. Most companies have employee assistance programs; Carroll believes these are effective for both supervisor and employee. She also suggests that consequences for continuing performance problems be made clear; this helps support an employee's decision to seek help.

Alcohol abuse accounts for too many lost work days and work-related accidents. Your company and your employee will benefit from your intervention.

Q: While it's become a common greeting, I don't like being hugged at meetings. How do I stop the hugging without seeming too cold?

A: Firm handshakes are the only acceptable greeting between business and professional associates. As you've discovered, not everyone adheres to that norm.

Two effective approaches prevent unwanted and unwarranted hugs. As you approach or are approached by an individual, immediately move your hand forward for a handshake. Smile warmly, but maintain a little stiffness in your body posture. You've welcomed the person, and your body language disinvites hugging.

The second approach is a compromise. Begin with the handshake. Add to it by placing your left hand on the person's right arm. The "hug salute" appears a friendly and warm substitute for hugging. It also prevents others from moving close enough to you for a full or half-hug.

Trends, such as hugging, come and go. If you wait long enough, hugs between professionals will be history. Your efforts, whether through handshakes or hug salutes, will move the pendulum more quickly.

Q: I've been given several high-priority projects and am afraid something will slip into the cracks. Suggestions?

A: Combine PERT, GANTT and a master GANTT to evaluate and supervise projects while keeping an overview of weekly priorities.

PERT (Program Evaluation and Review Technique) focuses on activities necessary to complete a project and how they are related to one another. Visualize the project's end. Working backward, note each step to be completed and the time needed to complete that step.

Think of a series of balloons that can be linked in a variety of combinations, with some paths running parallel to other paths. The end balloon is the completed project.

Fill the circles with identified steps; under the circles, write the date this stage will begin and the name of the person responsible for that part of the project. On the connecting lines write the time needed for each step's completion.

Next create a GANTT Chart (named for its creator, Henry Gantt). List each project task in order on the left. Across the bottom of the page draw a time line. For each task, note the length of time needed and draw a time bar on the same line as the task. GANTT helps identify which stages of projects can be worked on simultaneously.

From the GANTT and PERT draw a master time line of all projects. Refer to the master time line every morning, then to individual project charts to keep a handle on the projects.

Plan for problems; build in time at each critical stage as preparation for things that will go wrong. Problem planning ensures that if one stage is delayed by two days, the overall project will still come in on schedule.