ROANOKE TIMES
Copyright (c) 1996, Roanoke Times
DATE: Sunday, July 14, 1996 TAG: 9607120023
SECTION: BUSINESS PAGE: 2 EDITION: METRO
COLUMN: Working It Out
SOURCE: CAMILLE WRIGHT MILLER
Q: Our supervisor has never nominated anyone from this department for any award. We'd have a good shot at both company and national awards. Beyond the obvious - showing enthusiasm and support for our efforts - we've lost out on recognition and cash awards. Some suggest that asking to be nominated would sound so self-serving as to ensure no nominations ever. But it appears it won't happen if we don't ask.
A: If a specific motivator isn't among a supervisor's own motivating set, he or she may fail to support that motivator in others. Awards aren't important to your supervisor so your supervisor doesn't consider them important to others.
Form a group to identify awards and likely candidates. Ask a group member to meet with your supervisor to identify awards and nominees. Make sure your representative explains what the awards would mean to recipients.
Your co-workers should offer to help gather materials and draft nominating letters or complete applications. Each of you will, in turn, make nomination appeals so the workload will be distributed.
When awards are received, give your supervisor credit for helping make the award possible.
If your supervisor believes awards are completely unnecessary and refuses to support nominations, continue raising the issue. At staff meetings, note awards received within your company or field.
After several months, meet with your supervisor and explain what awards mean to co-workers.
Underscore that your supervisor will receive recognition from company superiors for award-winning employees. Note that productivity and employee morale are enhanced by awards. Cooperation should follow.
Good managers go beyond factors that influence their own performance to identify and encourage factors that motivate their staff. Some need help in seeing that awards do matter to others.
Q: We used to be a great office with friendly teasing and a relaxed atmosphere. As we've added new personnel and expanded, we've lost that camaraderie. Is there a way to get it back?
A: It takes time for new employees to feel comfortable. Most need weeks or months to learn their jobs as well as to become acquainted with the styles of their new co-workers.
Because new hires are focused on learning, they may flatten the atmosphere.
Co-workers from the earlier days may tone down work (and play) styles to set examples, to see how new employees fit in, or because increased staff size makes teasing seem improper.
Reconnect with "old" co-workers, discuss what's missing from the office mood, and ask how they feel. If they don't share your feelings, adapt to the new style.
If co-workers feel as you do, slowly reintroduce lighter elements. Evaluate reactions from new co-workers. If they join in, continue. If your efforts aren't enjoyed, understand your office culture has changed.
Office atmosphere is the shared responsibility of all employees. When it changes, it's good to see if the change is temporary or permanent. If permanent, work to find the benefits. If temporary, work to regain the positives.
Q: I recently asked my boss a question and was met with the reply, "read the policy manual." I should, but I resent the tone of voice and the sharpness of the reply. What could I have said to make my feelings known?
A: Policy manuals contain procedures, expectations and statements of both an organization's and your responsibilities and obligations. Every employee should read carefully the manual immediately upon receiving it.
Following a first reading, an employee should meet with supervisors and personnel officers to ask for clarification of any part that isn't clear.
After the manual is understood, employees should review it every few months to ensure guidelines are still clear and that both parties continue to meet stated obligations.
When you were given a curt reply, your best response would have been "I will, immediately. Until I do, please tell me the correct information."
When we've been found wanting - not having done something expected of us - it's unwise to make an appeal for our wounded emotions.
Had you read the document and still needed an answer, your reply could have been, "I have. And I'm happy to re-read it. In the meantime, I'm troubled by your belief I haven't. And, I also need to know xyz." Stating facts assertively, rather than engaging in aggressive retorts, remains the best and most professional response.
Camille Wright Miller, an organizational behavior sociologist who works in Lexington, answers questions from our readers about workplace issues. Please send them to her in care of The Roanoke Times, Business News Department, P.O. Box 2491, Roanoke 24010.
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