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

DATE: SUNDAY, August 7, 1994                   TAG: 9408060011
SECTION: BUSINESS                    PAGE: F3   EDITION: METRO 
SOURCE: Camille Wright Miller
DATELINE:                                 LENGTH: Medium

LISTENING IS FIRST STEP TO HELPING EMPLOYEES SOLVE PROBLEMS

A. It's great that you get and take feedback seriously; better still that you act on what you hear. Michael Chiglinsky, a licensed clinical psychologist with Appalachian Counseling Center in Roanoke, suggests your focus may be on problem solving rather than active listening. Because supervisors are fully engaged in solving dilemmas, they often offer solutions when employees are trying to engage in conversation.

Chiglinsky suggests that you try a two-prong approach. Use questions, and use active listening. To begin, refrain from formulating answers as you begin conversations. Start, instead, with questions. Ask who, how, and what - rather than why. Wait for the responses.

Chiglinsky finds that supervisors, in posing questions, provide employees with opportunities to solve problems themselves. Such problem-solving allows employees to develop a sense of ownership in their work and in the company.

Active listening entails suspending judgment until the conversation is completed, hearing the words that are said, and listening to see if there are additional messages beneath the spoken words.

Chiglinsky also recommends checking to see if the messages you are hearing are accurate. Called "reflecting back," this technique allows you to rephrase and repeat or summarize your employee's statements. If your reflecting statements are inaccurate, your employee can offer corrections and maintain clear communication.

Finally, Chiglinsky believes that while using this more collaborative approach to problem-solving may cause employees some initial uncomfortable moments, the end result is positive. You'll have better communication, more-involved employees and a stronger team with which to work.

Q. I'm preparing for annual performance evaluations. There are some real problems I want to address. Any one suggestion on how to best critique my staff?

A. Actually, I have two suggestions for improving work in your office. First, delete the word "but" from your written and verbal evaluations. Giving someone the highest compliment and following it with "but ... " means you've effectively dismissed the compliment to focus on the problem.

Try "and" instead of "but." The difference? "John, you are my hardest worker, but your computer skills aren't up to par." Compared with, "John, you're my hardest worker, and I think that if we improve your computer skills, you'll find your efficiency improves even more." The "and" is consistent with the compliment and provides motivation for John to improve his skills.

The second suggestion is to make performance evaluations ongoing. Your staff should be getting continual feedback - positive and negative - from you. If you evaluate, praise and coach daily, the annual evaluation then serves as a forum for reviewing achievements and establishing additional actions plans for meeting new goals. Evaluating regularly and frequently results in a much better working environment, provided you coach with "and" rather than scold with "but."